Enjoy it! Forget the Geisha, Bring in the Samourai…by Marion Chapsal Once upon a time, there used to be a little Japanese girl, named Yoshiko. She had lost her father at the age of 8. She was raised like most little Japanese girls of her generation, in the 50s, to be a perfect mistress […]
Forget the Geisha, Bring in the Samourai…by Marion Chapsal
Once upon a time, there used to be a little Japanese girl, named Yoshiko. She had lost her father at the age of 8. She was raised like most little Japanese girls of her generation, in the 50s, to be a perfect mistress of the tea ceremony
Innovation Trick: Turn Something Old into Something New by
Erik Sherman via Ralph-Ohr
HP (HPQ) partnered with a semiconductor manufacturer to create a new line of high-performance servers for use in supercomputing. So, who’s the lucky chip vendor? Intel (INTC)? Nope. AMD? Not even close.
How to Evaluate Your Current Company Culture by Heather R. Huhman
Many job seekers are now evaluating prospective employers based on company culture. Candidates want to determine how they will fit in and if the environment is right for them before they’re hired.
Seize the Day – Power Up Creativity by Robyn McMaster
C Carpe Diem – Seize inspiration and
R Run with ideas to see where they can take you
E Explore and play, never stopping…
A Angle your line for hours as a person who fishes
T Talk with creatives and people outside your field till your brain’s abuz-z-z-z-z
I Initiate from within – unleashing your potential
V Vacuum cobwebs – relax and refresh your spirit
I Idle the motor – simply daydream when you feel like it…
T Touch your soul – Thank God and be grateful
Y Yes, yes, yes. Curiosity and discovery can increase a natural drug
What Do You Think? By Greg Satell
If you were to share a strong opinion what would it be? Not just any opinion, but one you believe in your bones, one that defines you. Surely, it wouldn’t be hard to find someone with the opposite view.
Discovering Gold through Innovation by Tim Kastelle
One of the weird trends in spam comments now is that through services like mechanical turk people are getting paid to make marginally relevant comments that link back to some spammy site. This makes getting rid of spam a lot harder. However, while I was running through a recent batch, I ran across a comment that got me thinking (I still trashed it though). It was: “I agree. Ideas really are like commodities now.”
What Makes CEO’s Good for Innovation? By Stefan Lindegaard
I pondered on this question and decided to reach out to some of my friends at Psion, a leader on rugged mobile computing solutions.
Most People Are Daydreaming 46% Of The Time by Aimee Groth
If you’ve ever been to a yoga class, your teacher probably harped on you about “mindfulness,” or being present — because it puts you in a better mood.
Searching for Q’s: ASQ and the Future of Quality by Bruce Waltuck
The American Society for Quality (Now officially just “ASQ”) has a long and rich history of advocacy and teaching in the field of quality improvement. The origins of the quality movement are reflected in the Society’s original name- ASQC, or the American Society for Quality Control.
Just Do It! By Gary Schirr
Since I had been involved in new service development as well as in several startups before becoming an academic I was skeptical of formal product development models such as stage gate.
Have a nice week!
Libertar ideias e transformá-las em acções Quando aceitamos que as ideias boas não são só as de casa não significa que qualquer ideia ou conjunto de ideias nos podem ser úteis. Imaginemos que o líder assume o papel de pescador de ideias para prosseguir com a sua missão. Ao fazê-lo ele sabe que é […]
Libertar ideias e transformá-las em acções
Quando aceitamos que as ideias boas não são só as de casa não significa que qualquer ideia ou conjunto de ideias nos podem ser úteis.
Imaginemos que o líder assume o papel de pescador de ideias para prosseguir com a sua missão. Ao fazê-lo ele sabe que é necessário que, quer a embarcação quer os apetrechos, estejam em boas condições de funcionamento e se são adequadas para a faina. Isto é, se a minha embarcação é adequada para mares calmos eu não vou pescar nos mares das tormentas.
Por isso é importante que se saiba em que mar é que pescamos:
Quando se lança a rede em mar protegido
Lindegaard “Pessoalmente, eu acredito que um pensador é a peça mais importante, pois requer uma visão geral larga para ter sucesso com um programa de inovação aberta tendo em mente que você precisa de lidar com as partes internas e externas em questões que são cada vez mais importantes para as empresas.”
Este é o papel do comandante do navio que tem estar consciente das dificuldades internas e externas para atingir o sucesso. È bom não esquecer que a calmaria que existe dentro de uma empresa está sujeita às ondas do exterior.
Quando se lança a rede em mar desconhecido…
Quando se lança a rede em mar desconhecido como no caso de muitas empresas podemos enfrentar o inesperado:
“Ford oficialmente suscitou uma confusão de cobras, convidando os consumidores a apresentarem as suas ideias sobre como melhorar a empresa de veículos no seu website em TheFordStory.com. Passamos a maior parte do dia a escrutinar o que o mundo tem a dizer à Ford, e embora esperássemos uma carga de baldes de cargas da própria da Web marca de vitríolo, até agora os comentários foram bastante construtivas.”
É um momento ( “até agora”) em que as coisas estão bem mas que elucida a preocupação ou dúvida sobre os resultados. É bom estar alerta!
Quando se lança a rede em viveiros…
Embora os viveiros possam migrar para situações de independência, existem muitas oportunidades de inovação aberta nesses mares.
As empresas podem estar atentas ao desenvolvimentos destes empreendedores e estabelecer protocolos de cooperação.
Enquanto incubadoras costumam ter mais facilidades em geral, BusinessWeek afirma que muitos daqueles que se lançaram nos últimos anos, alguns são altamente especializados. Muitas vezes, o foco está na revitalização de um sector em declínio na região onde estão localizados, ou na construção da experiência daqueles que estão naquela indústria para inovar novos produtos, serviços e conceitos.
Quando se lança a rede em mar fértil
Se as redes que são lançadas não tiveram a medida adequada é muito provável que o trabalho de pesca traga consigo bom e menos bom peixe.
O “falso” excesso de ideias tem de ser trabalho e alinhado com a estratégia da empresa. Não pode haver lugar a refrigeração de ideias novas. É preferível congelá-las e utilizá-las mais tarde quando for oportuno.
“O design é sobre comunicação, e a pureza do design pode ser facilmente comprometida se houver muitas ideias competindo por atenção.
Todo mundo tem um processo diferente, criativo, e há muitas maneiras de nós todos gerarmos ideias. É a essência de nossa profissão, mas é algo sobre que pode querer ser cuidadoso.
Tendo também muitas ideias só se torna um problema se você não é capaz de processá-los claramente e sem sentimento. Às vezes as ideias promissoras devem ser descartadas, pois não preenchem os requisitos, às vezes é preciso perder tempo com uma má ideia para provar que é inútil.”
Quando se lança a rede em mar conhecido
O conhecimento das ideias é fundamental para que estas possam ser trabalhadas. Muitas vezes pensamos que queremos ir para o mar alto e ainda não conhecemos o ambiente da embarcação.
” “As empresas tendem a se especializar, concentrando-se pessoas com conhecimentos específicos em conjunto, e que pode criar silos de informação… Ao abrir-se dentro de uma empresa, você aumenta o fluxo de conhecimento de uma área para outra. Medtronic começou em pacemakers cardíacos, mas estão a desenvolver dispositivos que funcionam no cérebro. Muitas coisas aprendidas na divisão cardíaca podem ser benéficas no sistema nervoso.” Henry Chesbrough
Quando não se lança a rede…não se produz!
Foi minha intenção não identificar uma selecção de ideias com uma coisa simples. Espero que tenha deixado espaço para reflexão.
Agradeço os seus comentários!
Enjoy it! Reinventing Management – A Process by Deb Mills-Scofield As we look around us, 20th C regimes, institutions and businesses are failing. It seems everyone is writing a book on management needs to change. Unlocking your creativity to fulfill your personal vision by Jorge Barba I love this! Talk about freeing your mind, […]
Reinventing Management – A Process by Deb Mills-Scofield
As we look around us, 20th C regimes, institutions and businesses are failing. It seems everyone is writing a book on management needs to change.
Unlocking your creativity to fulfill your personal vision by Jorge Barba
I love this! Talk about freeing your mind, here’s a high powered conversation you don’t want to miss…
Building Creative Collaboration by Greg Satell
Soft power, noted Joseph Nye, is the power to get what you want without coercion. That’s a good kind of power to have, but hard to define. Nye argues that it is a combination of lots of things, like economic success, technological prowess, good governance, lack of corruption, etc.
A lesson about (de)motivating employees by Dan Ariely via @ralph_ohr
A few months ago an ex-student of mine, who was at the time working for a big software company, contacted me and asked me to meet with her and her team later in the summer.
Taking Work-Life Balance By The Horns by Judy Martin
A colleague recently told me she was suffering from anxiety about heading back to work, after a week off. In gory detail, she described a nightmare in which her manager littered her office with big black hairy spiders. Pretty much how she feels at work, she effused. “The creepy crawlies never seem to go away.”
I am a Knowledge Worker and a Serendipity Hippie by Riitta Raesmaa
Last weekend I attended Professor Esa Saarinen’s seminar, and as always I was touched and inspired by his thinking. Few days earlier futurist Jarno M. Koponen wrote a beautiful blog post about creative future thinking. Both of these gentlemen touched on a question I’ve been thinking lately:
What metrics should we apply for open innovation? By Stefan Lindegaard
I hear more and more requests on how to apply metrics to open innovation.
Personally, I do not really believe in metrics. The innovation community (companies, consultants and academics) has tried this for the last 20 years on innovation in general, but no success.
The Next Time You Pick Up The Phone To Call A Customer Service Agent You Might End Up Talking To An Inmate In Tijar, India by Idris Mootee
Global customer servicing outsourcing is touching us everyday and sometimes you don’t know who you’re talking to on the phone or online when you call your service provider.
Is Open Innovation Sustainable? Video Interview with Henry Chesbrough
Professor Henry Chesbrough speaks with Gary Hamel,Visiting Professor of Strategic and International Management at the London Business School and Director of the Management Lab.
Have you enjoyed this?
Enjoy it! The Art of Impossibility by Umair Haque Here’s a thought to chew on while you’re considering your new year’s resolution: if it’s not laughably impossible, hopelessly impractical, preposterously insurmountable—stop. Start over. You’re not doing it right. The Neuroscience Of Music by John Lehrer Why does music make us feel? On the […]
The Art of Impossibility by Umair Haque
Here’s a thought to chew on while you’re considering your new year’s resolution: if it’s not laughably impossible, hopelessly impractical, preposterously insurmountable—stop. Start over. You’re not doing it right.
The Neuroscience Of Music by John Lehrer
Why does music make us feel? On the one hand, music is a purely abstract art form, devoid of language or explicit ideas. The stories it tells are all subtlety and subtext. And yet, even though music says little, it still manages to touch us deep, to tickle some universal nerves.
Innovation – A New Match Between Need and Solution by Ralph-Christian Ohr
While revisiting some collected innovation readings, I recognized that it might be important to briefly emphasize again one “fundamental”: the distinction between needs and solutions.
A Rationale for Pursuing Open Innovation by Stefan Lindegaard
CoDev 2011 is coming up next week in Scottsdale, AZ. As part of the effort to build exciting for the event, for which 15Inno.com serves as a media sponsor, they hosted a webinar last week entitled “Expanding Open Innovation Networks to Solve Difficult Technology Roadblocks.”
Passion and Plasticity – The Neurobiology of Passion by John Hagel
What if you could evolve and shape your brain in ways that help you to get better faster? What if you could unleash a virtuous cycle that connects passion, practice and performance?
9 Practices for Cultivating Creative Aliveness by Michelle James
The following practices are not necessarily in a linear order, and you might go back and forth between them. It’s not as much about a sequence as it is about engaging and responding in the moment: sometimes listening receptively; others times creating it out actively.
Laser Focused Products Are More Emotional by Jorge Barba
This post isn’t about Steve Jobs, it’s about emotion and how to create it with your product.
Meetings and Bosshole Behavior: A Classic Case By Bob Sutton
One of the themes in Good Boss, Bad Boss, as well as some of my past academic research (see this old chapter on meetings as status contests), is that bosses and other participants use meetings to establish and retain prestige and power.
Powerful And Affordable Real Time Data Mining, Visualization And Interactions Are Powering Up A New Culture Act – And Enabling “Infovation”. By Idris Mootee
Just landed in Rhode Island and spendin the next 2 days in Providence, long working sessions ahead, expect to some productive knowledge exchange. The topic will be around where arts meets science, design meets technology.
The Chemistry of Storytelling Marguerite Granat
Stories are what make us human. I can’t think of an aspect of our lives that is not affected by them. We begin our young lives with lots of storytelling. I have fond memories of stories that I heard as a child, and I’m sure you do too.
Have a nice weekend!
(Texto em Português depois deste) Stefan Lindegaard and Portuguese companies On Monday, Cotec Portugal held an event called “Fast Open and Global – New Perspectives on Innovation” that has as speaker Stefan Lindegaard who talk about open innovation. An initiative to applaud, not only for the opportunity created to hear one […]
(Texto em Português depois deste)
Stefan Lindegaard and Portuguese companies
On Monday, Cotec Portugal held an event called “Fast Open and Global – New Perspectives on Innovation” that has as speaker Stefan Lindegaard who talk about open innovation.
An initiative to applaud, not only for the opportunity created to hear one of the most emblematic speaker on open innovation but mainly by the work produced in innovation regarding the certification of companies in this area and for presentation of the “Barometer of innovation”.
The barometer is a great tool, with dynamic features, where we can provide an excellent base of knowledge about the state of the nation in innovation.
But back to my purpose today that is reporting my impressions about the role of open innovation and the expectations of some entrepreneurs or their representatives in Portugal and attending the event.
Lindegaard did, in my view a presentation from his point of view on open innovation, which surprised me, not by its nature and direct confrontation, however extremely empathic, but by the direction given to his speech, perfectly embedded in the profile of listeners.
They were entrepreneurs and leaders of innovation related institutions who waited wise words to solve some of their problems.
They were people who had finished a participation in a roadmap held over weeks by the country on “good Innovation management practices”.
A few dozen of these persons were representatives of companies already certified on “innovation management” and had therefore been subject to rigorous evaluation processes, or at least subject to some conditionality of conformities.
And it was there, in my opinion that happen one of its Lindegaard highlights, when he said that open innovation is a state of mind.
I think that was not the recipe that some had expected to make their own cake, but it was certainly the most appropriate response to the question:
What is the open innovation?
What doesn’t surprised me was repeated an affirmation Lindegaard have already entered in his blog 15INNO – “Why open innovation is not for small Companies”.
But that expression surprised quite a few of those that eventually expect to find in open innovation a rapid response to the challenges faced.
Lindegaard was somewhat sympathetic provocative to say that companies have to choose between being a large slice of a pie or make grow the pie. Position openly shared by one of the most successful entrepreneurs in Portugal. Growth is key.
I think Lindegaard left a important mark in presentation and subsequent discussion among Portuguese entrepreneurs, indicating which paths that businesses should explore and which conditions under which should do.
I think that SMEs have a very important place in Innovation and open innovation is also a place in the Sun for them. Everything depends on the combination of wills and efforts.
I must say too that it was felt by enterprises, the need to integrate knowledge via networks, like Twitter, particularly recommended by Stefan as a means of establishing contact with the companies outside world.
Thank you Stefan for sharing your toughts!
Stefan Lindegaard e as empresas Portuguesas
Na passada segunda-feira, a Cotec Portugal promoveu um evento denominado Fast Open and Global – New Perspectives on Innovation que contou com a presença de Stefan Lindegaard para falar sobre Inovação Aberta.
Uma iniciativa a aplaudir, não só pela oportunidade criada para ouvir uma das pessoas mais emblemáticas em Inovação Aberta mas sobretudo pelo trabalho produzido em Inovação no que toca à certificação de empresas nessa área e pela apresentação do “Barómetro da Inovação”.
Este último, uma óptima ferramenta, com características dinâmicas, que nos poderá fornecer uma excelente base de conhecimento sobre o estado da nação em Inovação.
Mas voltemos ao meu propósito de hoje que é relatar as minhas impressões sobre o papel da Inovação aberta e as expectativas de alguns empresários ou seus representantes em Portugal e ali presentes.
Lindegaard fez, a meu ver uma apresentação do seu ponto de vista sobre Inovação Aberta, que me surpreendeu, não pelo seu cariz directo e de confrontação, mas extremamente empático, mas sim pela direcção dada ao seu discurso, perfeitamente encaixado no perfil dos ouvintes.
Eram empresários e dirigentes de instituições ligadas à inovação que aguardavam palavras sábias para resolver alguns dos seus problemas.
Eram pessoas que tinham terminado uma participação num roteiro realizado ao longo de semanas pelo País sobre “As boas práticas de Gestão de Inovação”.
Algumas dezenas dessas pessoas eram representantes de empresas já certificadas em “Gestão de Inovação” e tinham portanto estado sujeitas a processos de rigor de avaliação, ou pelo menos sujeitos a algum condicionalismo de conformidades.
E foi aí, na minha opinião, que Lindegaard teve um dos seus pontos altos, quando afirmou que inovação aberta é um estado de espírito.
Penso que não era a receita que alguns esperavam para fazer o seu próprio bolo, mas foi com certeza a resposta mais adequada à pergunta:
O que é a Inovação aberta?
Aquilo que não me surpreendeu foi Lindegaard ter repetido uma afirmação já inscrita no seu blogue 15INNO – “Porque é que a inovação aberta não é para pequenas empresas”.
Mas surpreendeu bastante alguns dos presentes que eventualmente esperavam encontrar na Inovação aberta uma resposta rápida aos desafios com que se confrontam.
Lindegaard foi um pouco simpaticamente provocador ao dizer que as empresas têm que escolher entre ser uma fatia grande de uma tarte ou fazer crescer a tarte. Posição partilhada abertamente por um dos empresários de maior sucesso em Portugal. O crescimento é fundamental.
Eu penso que Lindegaard deixou uma marca importante na sua apresentação e posterior discussão junto dos empresários Portugueses, indicando quais os caminhos que as empresas devem explorar e quais as condições em que o devem fazer.
Eu, da minha parte, continuo apensar que as Pequenas e Médias empresas têm um lugar muito importante na Inovação e que a Inovação aberta também um lugar ao Sol para elas. Tudo depende da conjugação de vontades e de esforços.
Resta acrescentar que se fez sentir, por parte das empresas, a necessidade de integrar conhecimento através das redes socias nomeadamente o Twitter recomendado por Stefan como forma de estabelecer contacto com o mundo exterior às empresas.
Enjoy it! Beware of Facts & Innovation by Deb Mills-Scofield Facts & Data. At Bell Labs we used to say, “How much did you pay for that data?” Most market research projects – for strategic planning and innovation (my passions), or even incremental product development focus on getting the facts. Ok, here’s one for you: […]
Beware of Facts & Innovation by Deb Mills-Scofield
Facts & Data. At Bell Labs we used to say, “How much did you pay for that data?” Most market research projects – for strategic planning and innovation (my passions), or even incremental product development focus on getting the facts. Ok, here’s one for you:
It Is Hard To Decide Between Getting The “Best” And Getting “Enough”. Muji Thinks “Enough” Is The New “Best”. By Idris Mootee
I am not a superfan of Muji but I am very impressed with their last three years of repositioning or finetuning of the brand and after spending 15 mins in one of their stores in Tokyo I can see why they are doing well. The concept is exporting well to the US too.
Five Ways To Get Smarter On Open Innovation by Stefan Lindegaard
I believe the best way to get smarter and acquire new knowledge on innovation is through articles and blog posts rather than reading books. It is just my experience that it works better both in terms of value and time spent.
Asshole Bosses and You: A Cartoon By Team Synchronicity at North Carolina State by Bob Sutton
I just got an email from Scott Bolin, an MBA student at North Carolina State, who worked with his team of fellow MBA’s, James Wall, My Le, and Bikram Jit Singh, create a funny and well-crafted cartoon called Asshole Bosses and You.
Cultivating Diversity: a New Way to Network by Mike Brown
Jon Lovitz did a routine on Saturday Night Live about how to be more successful. The answer to success was always the catch phrase, “Get to know me!” Looking back on my first year of leaving the corporate world for entrepreneurship in the world of strategy and innovation, the success we’ve had has been linked
Want Your Customers To Talk Sizzle Or Steak? By Wim Rampen
Customers have jobs to do. And so do Companies. In essence the trick is to align and focus the company’s activities to maximize support to Customers to get their jobs done. From the unpredictable Customer’s decision journey through each stage of the life-cycle. And make money as a result of it.
The Magic of Intuition at Work by Alex Pattakos via Ralph-Ohr
Sometimes we wish that we had the magical powers of the lovable witch Samantha Stephens in the situation comedy Bewitched; at the time (1960s and 1970s) it was the highest rated television series ever for the ABC network.
Balance innovation and continuous improvement by Jorge Barba
All of us know that if you we want to make sweeping changes, we need to innovate. If done incrementally (in small improvements), it won’t attract much attention. FedEx became a success story as they changed people’s expectations (absolutely, positively overnight) of delivery services, delivered on their promise and charged a premium for it. However, innovation projects are never “complete”.
Have a nice week!
Enjoy it! Why Open Innovation is Not for Small Companies by Stefan Lindegaard It is difficult to find good cases on how smaller companies have engaged with open innovation. It is also difficult to give strong advice on how such companies should engage with open innovation. Open Innovation’s Challenge: Letting Go Is Hard To […]
Why Open Innovation is Not for Small Companies by Stefan Lindegaard
It is difficult to find good cases on how smaller companies have engaged with open innovation. It is also difficult to give strong advice on how such companies should engage with open innovation.
Open Innovation’s Challenge: Letting Go Is Hard To Do by Joel West
Open-source software provides an important example of how companies can leverage external sources of innovation. In practice, however, big high-tech companies often have a difficult time collaborating and sharing control.
Staying Innovative While Growing by Tim Kastelle
Google Australia lost two key people over the past couple of weeks – Lars Rasmussen, one of the developers of Google Maps and Google Wave, and Kate Vale, their first employee in Australia. It seems like the main motivation in both cases was the possibly premature death of Wave, but Vale made some comments that are instructive:
About one year ago, I started engaging in discussions on ‘innovation’ via Twitter. As a physicist, used to work in product/innovation management for technology-based companies, my understanding of innovation was: creating value for the customer by leveraging technology development.
Is innovation a matter of will? By Jorge Barba
Most of the discussion around innovation revolves around strategies, tactics and the abilities organizations need to develop to do so, but not much is said about an organizations starting point: purpose.
Using design thinking to improve a homelessness service by
The Housing Option Centre in Lewisham is the council’s front facing service providing support and advice for people dealing with homelessness across the borough. The service works alongside SHIP which works specifically with homelessness amongst single people. In both cases, we are dealing with customers in difficult high stress situations who either have nowhere to live or are worried that they might become homeless.
160yr old “start-up” by Deborah Mills-Scofield
160yr old privately family held old-line industry packaging company innovates their business model, management’s role, the value chain and becomes a recognized market leader and cool place to work.
What can media companies learn from “open innovation”? by Rob O’Regan
The practice of “open innovation” involves using a variety of resources – customers, competitors, partners, employees or even (gasp) academics – to divine new ways to grow your business, particularly through the licensing or use of technology.
Thinking About Open Design by Roland Harwood and David Simoes-Brown
“Open-source software is one thing, but would you fly in an open-source aircraft?”
This question was posed late last year at a gathering of senior design professionals in London. It was couched as a counterargument to the rise of open design and such companies as 99 designs and Quirky that offer low-cost, crowd-sourced design
Have a nice week!
Enjoy it! Innovation and Human Capabilities by Ralph-Christian Ohr John Steen wrote a series of posts on why experts and crowds usually miss disruptive innovation and how to use networks to tap expertise and knowledge. I’d like to expand these thoughts a bit more towards the question: what’s the role of human capabilities in […]
Innovation and Human Capabilities by Ralph-Christian Ohr
John Steen wrote a series of posts on why experts and crowds usually miss disruptive innovation and how to use networks to tap expertise and knowledge. I’d like to expand these thoughts a bit more towards the question: what’s the role of human capabilities in innovation? For elaboration, I’m going to combine two concepts I’ve recently come across:
Has Google jumped the innovation shark? by Jeffrey Phillips
I was thinking recently, with the demise of Google Wave, that it is entirely possible that Google has jumped the innovation shark. For those of you unfamiliar with the “jumped the shark” phrase, that harkens to a famous television show in the US.
Innovation. What Gives ? by Jorge Barba
Spotted this tweet a few minutes ago : # Innovation is rare. : millions of cookbooks Sold and read all with Practically The Same recipes. What Gives ?
Large-scale Solutions without Large-scale Organizations – #BIF6 by Andrea Meyer
Instead of trying to change large organizations, we can create new human-scale organizations that embody the needed changes and inspire passion. Micro-volunteering site Sparked.org, citizen site SeeClickFix and Fabien Cousteau’s PlantaFish point the way.
Don’t Let Others Steal Your Ideas, Another Cool Idea by Stefan Lindegaard
I recently learned about two cool projects on the intersection of open innovation, IPR and ideas. They are still in the early stages, but I think they have some potential and if you work on this intersection, you should definitely check them out.
Is It Time to Rethink the T-Shaped Designer? by Kevin McCullagh
At the recent DMI conference in London, Geoff Mulgan, once Tony Blair’s ex-strategy advisor and now a leading social entrepreneur, politely explained how ‘social designers’ had ‘entered his space’… and failed.
The Collaborative Organization: How to Make Employee Networks Really Work by Rob Cross, Peter Gray, Shirley Cunningham, Mark Showers and Robert J. Thomas
As information technology becomes increasingly critical within large, global organizations, chief information officers are being held to ever-higher performance standards.
So What Is Going On In Open Innovation In 2010? By Roland Harwood
Here at AngelNews we are convinced that a major platform for economic recovery will come from sustained engagement between very large corporates and their SME siblings.
Interaction Design Has An Important Role To Play In Our Future, It Has The Power To Transform Cultures by Idris Mootee
There is two articles on IC today, one on Inc. magazine and the other in Globe and Mail. We’re getting some good press coverage and we need to continue to make our story heard.
Boss Poop: A Morality Tale From Author Jonathan Littman by Bob Sutton
I have talked about author Jon Littman here before, as he has written a lot of books. He co-authored gems including The Art of Innovation, Ten Faces of Innovation, and most recently “I Hate People.”
Designing Effective Open Innovation Programs by Arie Goldshlager
1)Design Open Innovation Processes that facilitate long-term trust-based relationships
Have a nice week!
(Texto em Português depois deste) Communication and trust Open Innovation brings measurable results for those who embraced it with lower costs than traditional methods. Open Innovation is” the use of inputs and outputs for purposes of knowledge to accelerate internal innovation, and expand markets for external use of innovation, respectively. [This paradigm] assumes that companies […]
(Texto em Português depois deste)
Communication and trust
Open Innovation brings measurable results for those who embraced it with lower costs than traditional methods.
Open Innovation is” the use of inputs and outputs for purposes of knowledge to accelerate internal innovation, and expand markets for external use of innovation, respectively. [This paradigm] assumes that companies can and should use external ideas, as well as internal ideas, and internal and external paths to market, as they look to advance their technology.”- Henry Chesbrough
Open Innovation is hard! Ask different skills and ability to face new challenges.
Open Innovation requires discipline, and try to draw the right choices, to engage in new skills and tools, as well as process all of this without losing the desired pace .
Open Innovation brings speed in placing products or services on the market.
Open Innovation can reduce risk when making decisions, it presents more and better alternatives.
Open Innovation promotes interdisciplinary actions and this increases the brand value.
Open Innovation enables collaboration with universities, reducing the cracks between them and the organizations.
Take the example of Deutsche Telekom:
“Consistent application of the logic of open innovation leads to the inclusion of the client. Open Innovation helps open the borders of the company, promoting cooperation and integration know-how of foreign brokers to meet the most demanding requirements of the innovation ecosystem. In addition to subsidiaries, suppliers, competitors, consultants, and private and public research institutions, first, the client plays a decisive role (Eurostat 2007).
Customers are equal partners in development processes of Deutsche Telekom as part of a coherent approach to open innovation. The four methods of integrating the customer – Lead user method, a contest of ideas, virtual communities, and “toolkits for innovation”- are based on theoretical principles and are exemplary in integrating the user’s approach to open innovation.”
Open innovation provides an overview of how companies can benefit from external sources of knowledge.
But open innovation also brings other challenges such as finding partners for innovation as they are clearly listed by Stefan Lindegaard on ” Top 10 Challenges in Finding Innovation Partners ”
As a process of knowledge transfer everything depends on the absorption capacity. The difference in ability explains many times, because an organization has more success than others.
The absorption capacity, and openness to the outside (Open Innovation) are closely related, and that connection is often characterized by fears of leakage of information or other type of insecurity.
We know that similar situations happen at any time and anywhere, so it is important to discipline when an organization embraces open innovation.
Andrea Meyer in his blog Working Knowledge writes “Stefan Lindegaard, author of the The Open Innovation Revolution , and Greg Fox, Senior Director & CMO – Strategic Alliances at Cisco, held an invitation-only Think Tank group at the Summit to identify and discuss the key qualities of leaders of open innovation. The group ranked communications in the top three characteristics (vision and adaptability were also key). The Think Tank group emphasized the importance of leaders using a deliberate communications strategy with holistic internal and external communication. Good open innovation leaders have the confidence to share what they know but also maintain proper disclosure limits with open innovation partners.”
Good leaders should read:
Comunicação e confiança
A Inovação Aberta, traz resultados mensuráveis para quem a abraça com custos mais baixos do que os métodos tradicionais.
“Inovação aberta “ é “a utilização das entradas e saídas de propósitos de conhecimento para acelerar a inovação interna, e ampliar os mercados, para o uso externo das inovações, respectivamente. [Este paradigma] pressupõe que as empresas podem e devem usar ideias externas, assim como ideias internas, e caminhos internos e externos para o mercado, como olham para o avanço da sua tecnologia. ” – Henry Chesbrough
A Inovação Aberta, é dura! Pede competências diferentes e habilidade para enfrentar novos desafios.
A Inovação aberta, requer disciplina, para desenhar e experimentar as opções certas, para se envolver em novas competências e, ferramentas, bem como, processar tudo isso, não perdendo o ritmo desejado.
A Inovação Aberta, traz velocidade na colocação de produtos ou serviços no mercado.
A Inovação Aberta, pode reduzir riscos, ao tomar decisões, pois apresenta mais e melhores alternativas.
A Inovação aberta, promove a interdisciplinaridade e isso aumenta o valor da marca.
A Inovação Aberta, permite uma colaboração com as universidades, reduzindo as fissuras existentes entre estas e as organizações.
Vejamos o exemplo da Deutsche Telekom:
“A aplicação consistente da lógica de inovação aberta conduz à inclusão do cliente. Inovação aberta ajuda a abrir as fronteiras da empresa, promovendo a cooperação e integração de know-how externo de correctores para cumprir os requisitos mais exigentes do ecossistema de inovação. Além de filiais, fornecedores, concorrentes, consultores, bem como privadas e instituições públicas de pesquisa, em primeiro lugar, o cliente desempenha um papel decisivo (Eurostat 2007).
Os clientes são parceiros iguais nos processos de desenvolvimento da Deutsche Telekom, como parte de uma abordagem coerente da inovação aberta. Os quatro métodos de integração do cliente – método de usuário chumbo, concurso de ideias, comunidades virtuais, e “kits de ferramentas para a inovação” – são baseadas em princípios teóricos e são exemplares para a integração do usuário na abordagem de inovação aberta.”
A abertura na inovação fornece uma visão geral de como as empresas podem beneficiar a partir de fontes externas de conhecimento.
Mas a inovação aberta também traz outro tipo de desafios como o encontrar parceiros de inovação como claramente são referidos por Stefan Lindegaard em “ Top 10 Challenges in Finding Innovation Partners “
Como num processo de transferência de conhecimento tudo depende da capacidade de absorção. A diferença de capacidade explica muitas vezes, porque uma organização tem mais sucesso, do que outra.
A capacidade de absorção, e a abertura ao exterior (inovação aberta) estão intimamente ligadas e, essa ligação é caracterizada frequentemente por receios de fuga de informação ou de outro tipo de insegurança.
Nós sabemos que situações análogas acontecem em qualquer momento e em qualquer lugar, por isso é importante a disciplina quando se uma organização abraça a inovação aberta.
Andrea Meyer no seu blog Working Knowledge “Stefan Lindegaard, autor do A Revolução Open Innovation eE Fox Greg, Director Sénior e CMO – Alianças Estratégicas em Cisco, acolheram um grupo Think Tank , só por convite, na Cimeira para identificar e discutir as principais qualidades dos líderes de inovação aberta . O grupo classificou as comunicações no topo três características (visão e capacidade de adaptação também foram chave). O grupo Think Tank ressaltou a importância de os líderes usarem uma estratégia deliberada de comunicação holística interna e externa.
Bons líderes de inovação aberta têm a confiança de partilhar o que sabem, mas também manter os limites de divulgação adequada com os parceiros de inovação aberta.”
Bons líderes devem ler:
Enjoy it! 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 […]
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.
Have a good week!
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- O conhecimento tácito é um gatilho e uma alavanca para a inovação! Será verdade?
- Quando o Design Thinking ajuda a criar um sentido de propósito nos RH
- A inovação e os desafios das equipas e das organizações
Etiquetas@ralph_ohr Andrea Meyer Arie Goldshlager Behavior Bob Sutton Bruce Nussbaum Comunicação Conhecimento Creativity Criatividade Deb Mills-Scofield Design Thinking Don Norman Ellen Weber Emotions Gary Hamel Gestão do conhecimento Greg Satell Henry Chesbrough Idris Mootee Innovation Inovação Inovação Aberta Integrative Thinking Integração Jeffrey Phillips Jesse Lyn Stoner John Maeda Jorge Barba Knowledge Knowledge transfer Lindegaard Motivação Open Innovation Paul Sloane Ralph Ohr Resolução de problemas Roger Martin Service design Stefan Lindegaard Storytelling Tim Brown Tim Kastelle Umair Haque Wim Rampen
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