Currently viewing the tag: "Lindegaard"

I think reading is fun!

Enjoy it!

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. 

Have a nice week

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.

Enjoy it !

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.

Enjoy this!

Who is an Ethnographer? by Idris Mootee

Ethnography is hot. Many are quick to claim that they do ethnography by observing people. It is like saying anyone who drives a taxi in NY is a screenwriter. Or anyone who knows how to operate a camera can be a photojournalist

Apple iPad and Google Buzz: Harsh Reality of Innovation by Hutch Carpenter

Nothing like putting your heart and soul in an innovation, and then getting this:

Innovation tip – look for remote as well as local opportunities by Paul Sloane

Most businesses look for new opportunities in obvious places, adjacent to their current position. They typically ask two questions:

Innovation Case: Creating A World Class Innovation Unit by Stefan Lindegaard

A global and well-respected company in a fast-growing industry wants to set up a new innovation unit. Their current innovation efforts are technology-driven but there is a growing understanding that innovation efforts need to focus beyond technology and R&D.

The Golden Age of Innovation – Newsweek via Ralph-Ohr

Despite stereotypes of entrepreneurs as fresh-faced youngsters, new research has found that older workers are more likely to innovate than their under-35 counterparts.

Leadership from the Inside Out — Part II by Gary Hamel

In my previous post, I introduced you to Drew Williams. For seven years Drew served as assistant vicar at St. Andrews, an Anglican parish in Chorleywood, England. When he arrived in 2003, Drew found a church that was big but not growing, and a congregation that was loyal but not energized. Mark Stibbe, head vicar at St. Andrews, challenged Drew to develop a plan that would change this.

Watch the disruptors, not the incumbents by by Tom Hulme

If you want to turn a competitor’s advantage into a weakness, start by widening your sources of inspiration

Needs-Based Innovation Reigns Businessweek via Jorge Barba

Companies should adopt an innovation process based on customer needs rather than coming up with “big” ideas and then testing them out. Pro or con?

Ten More Great Free e-Books for Innovators by Tim Kastelle

On Christmas Day last year, I posted a list of ten great free e-books for innovators. Today isn’t as festive, but I have another ten great free e-books that can help you become more innovative. Connecting ideas is the fundamental creative act in innovation, and one of the ways to do this is to read widely in order to gain exposure to a wide variety of ideas. This is a list of great resources that will help you do precisely that.

Have a nice week!

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

Enjoy it!

Enjoy it!

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!

(Texto em Português depois deste)

Open Innovation and fear of failure

In the last post I said, “Companies need to address the changing needs and only be able to do that through innovation, which implies a clear development of new information flows and management of connections increasingly demanding and diverse.”

But “When failure is intolerable” besides being an excellent article by Scott Anthony in HBR, is a good starting point to verify the extent to which our connections and information flows are well suited to our needs.

Whilst the communication processes owe their quality to the attitudes and skills of partners and are thus also of court behavior, innovation will only find the right path after removing certain obstacles.

It is true that these obstacles denser when the connections and interactions are made with outside organizations.

Although Scott did not call obstacles, but rather, failures, there are bumps are cracks, failure is part of the barriers to innovation and more acutely open innovation. He identifies three salient flaws:

  • When someone knowingly does the wrong thing.
  • When someone could have easily discovered that they were doing the wrong thing.
  • When someone spent a lot of time and money researching something that could only be learned through experientially.

And why these three obstacles can be significant when we think of open innovation?

First, because there will be leaders who consciously do the wrong thing not to embrace open innovation. For example, small experiences with the outside world working to failure.

Second, because exposure to the outside can lead to provocative questions that can easily detect internal flaws. Having a greater number and directions of observations becomes easier to ask what is right or wrong.

Third, because the experience abroad has value and it is available with a lower cost, than the internal investigation.

With open innovation, research, and worry about the correct functioning of a thing is not necessary because of the low cost of trying to find the solution outside.

It is a matter of attitude! Just browse and find out!

These three chains in the development of open innovation as a whole have already been addressed in other perspectives. Fail early promises a quicker solution, provided that we accept failure as a reality. 

The failure often represents fear. Fear of losing status, market share or other things.

When we speak of failure we refer to these experiences within an organization and how these experiences are made visible.

The Open Innovation can fail if it exists!

Richard Watson said in 2007: – “What I think he means by this is that people should try more things out even if rationally they seem like silly ideas. For example, people should incorporate more ideas from outside their domain, or even make mistakes on purpose just to see where this takes them.  It’s a bit like going on holiday. You can follow the guidebooks but often the most interesting and useful experiences come when you put the guidebook down and walk down an unknown street for no particular reason.

Of course, the idea of setting up an innovation process focused on making deliberate mistakes is itself a silly idea. At the moment, most organizational innovation strategies and processes are too sequential and too rigid. But moving to some kind of ‘anything goes’ system would be equally disastrous.”

It was not long since Watson wrote this! A part remains valid and another fortunately has gone!

As Lindegaard said: -“Innovation might seem a bit foggy at times, but I have a pretty clear vision that the future for this increasingly important discipline will be build on three key elements; Fast, Open and Global.

What do you think?

Falhar em inovação é um acto normal! Qual a atitude?

Inovação aberta e o medo de falhar

No último post eu disse que, “As empresas precisam de atender às novas necessidades e só o conseguirão fazer através da inovação que implica um desenvolvimento claro de novos fluxos de informação e de uma gestão de conexões cada vez mais exigente e diversificada.”

Mas, “Quando a falha é intolerável”, para além de ser um óptimo artigo de Scott Anthony na HBR, é um bom ponto de partida para verificarmos até que ponto as nossas conexões e fluxos de informação estão bem adaptados às nossas necessidades.

Sendo certo que os processos de comunicação devem a sua qualidade às atitudes e competências dos interlocutores e portanto são também do foro comportamental, a inovação só encontrará o caminho certo depois de remover determinados obstáculos.

Estes obstáculos adensam-se quando as conexões e interacções se fazem com o exterior das organizações.

Embora Scott Anthony não lhe chame obstáculos, mas sim, falhas, não são saliências são fendas, o fracasso faz parte das barreiras à inovação e com mais acuidade à inovação aberta. Ele aponta três falhas mais salientes:

  • Quando alguém conscientemente faz a coisa errada.
  • Quando alguém poderia facilmente ter descoberto que eles estavam a dizer coisas erradas.
  • Quando alguém passou muito tempo e gastou dinheiro a pesquisar algo que só pode ser aprendido por experiência.

E porque é que estes três obstáculos podem ser significativos quando pensamos em inovação aberta?

Primeiro, porque haverá líderes que conscientemente fazem a coisa errada para não abraçar a inovação aberta. Por exemplo pequenas experiências com o exterior, dedicadas ao fracasso.

Segundo, porque a exposição ao exterior pode levar a questões provocadoras que facilmente detectariam as falhas internas. Havendo um maior número e direcções de observações torna-se mais fácil questionar o que está bem ou errado.

Terceiro, porque a experiência do exterior tem valor e está disponível a um custo mais baixo que a investigação interna.

Com a inovação aberta, pesquisar e preocupar-se com o bom ou mau funcionamento de uma coisa não é necessário por causa do baixo custo de tentar encontrar a solução no exterior.

É uma questão de atitude! Basta procurar e encontra-se!

Estas três amarras no desenvolvimento da inovação aberta, no seu conjunto já foram abordadas noutras perspectivas. Falhar cedo promete uma solução mais rápida, desde que se aceite a falha como uma realidade.

O fracasso muitas vezes representa o medo. O medo de perder estatuto, cota de mercado ou outro.

Quando aqui falamos de fracasso referimo-nos a experiências vividas dentro de uma organização e à forma como essas experiências são tornadas visíveis.

A inovação aberta só pode falhar se existir.

Richard Watson dizia em 2007: – ”O que eu acho que ele quer dizer com isso é que as pessoas devem tentar mais coisas, mesmo se racionalmente elas parecem ser ideias tolas. Por exemplo, as pessoas devem incorporar mais ideias de fora do seu domínio, ou mesmo errar de propósito só para ver onde isto leva. É um bocado como ir de férias. Você pode acompanhar as guias, mas muitas vezes as mais úteis e interessantes experiências vêm quando você coloca a guia para o lado e desce uma rua desconhecida por nenhuma razão em particular.

Claro, a ideia de criar um processo de inovação focado em cometer erros deliberados é em si uma ideia idiota. No momento, as estratégias de inovação mais organizacionais e os processos são demasiado sequenciais e rígidos demais. Mas se mudar para algum tipo de “vale tudo” do sistema seriam igualmente desastroso.”

Não passou muito tempo desde que Watson escreveu isto! Uma parte continua válida a outra felizmente já passou!

Como diz Lindegaard, “A inovação pode parecer um pouco nebulosa, às vezes, mas eu tenho uma visão muito clara de qual o futuro para esta disciplina cada vez mais importante será a construção de três elementos-chave; Rápido, Aberto e Global.”

O que acha?

Enjoy this!


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.


(Texto em Português depois deste)

 New directions

In an article by Stefan Lindegaard “Top 10 Reasons for Open Innovation Failure “, we can find some of the reasons why the Open Innovation fails distributed by eight or more chances to be added in the comments.

Personally and ironically I think if a company tainted these 10 males, open innovation is not at issue but the company itself.

They are however reasons to reflect and try to consider more comprehensive environment where we can fit those reasons.

I would say that an organization has a number of challenges ahead:

How to build organizations that are as agile as their change?

The agility of an organization goes through acceptance of a more flat and more open structure. It must be more permeable to new knowledge and to new ideas.

How does it mobilizes and monitors the imagination of every employee every day?

–      Creating environments that allow for creativity and forms of recognition and reward appropriate to the different generations involved.

How do we create organizations that are highly engaging places to work for them?

–      By opening doors to the participation of employees in the construction of their work environments.

Reasons as, “do not identify proper business reasons for engaging with open innovation.” “Organizational units are not aligned with innovation initiatives”, “Companies copy competitor’s initiatives”, “creating a true win-win scenario“ and ” if you cannot make innovation work”, are reasons connected with the need for a new organizational approach , a different management .

Reasons as “employees , partners, and customers do not understand the meaning of open innovation , ” the way executives handle the risk ” and ” the best men ” are reasons that relies heavily on individual attitudes , and openness to learning of thought.

The changes that arise and require new attitudes, begin with the need to reinvent business models, where the Web has a key role.

How the Internet will change the way management?

The first generation that grew up with the Web, has its main assumption that the contribution of each to the organization, not the headlines, but the merits.

Eventually previous generations come to your contribution as being the sum of a few years of work, but they are subject to the laws of the jurisdiction on competences.

“In a market where talent is largely a commodity and can be bought anywhere, the secret sauce is creating an environment in which you push that frontier out, in which you can steadily raise the returns on human capital. The combination of technology and talent is a powerful catalyst for value creation, but to take advantage of the Web’s capacity to help us aggregate and amplify human potential in new ways, we must first abandon some of our traditional management beliefs – the notion, for example, that strategy must be set at the top. “- Gary Hamel

The path of abandoning some old beliefs entails construction of new levels of confidence by all employees and partners.

A new attitude towards the past of course requires confidence in new forms of interaction and requires learning new skills. The future has begun and Open Innovation is part of it as well are part of the new paths that lead to new management.

The general management of the century, to Gary Hamel are already clear:

– Decision making is based more on peers.

– The tools of creativity will be more widely distributed in organizations.

– Ideas will compete on an equal footing.

– Strategies will be built from the top.

– The power will be a matter of competence rather than a matter of position.

Some of the biggest battles in the coming years will be between the forces of the traditional organizations against the forces of creativity.

People are a key in organizations and are people within the organization who know what processes are at odds with innovation, impede the adaptation and create frustration among employees.



E o futuro chegou! Gestão e Inovação Aberta

Novos caminhos

Num artigo de Stefan Lindegaard “Top 10 Reasons for Open Innovation Failure “ podemos encontrar algumas das razões porque a Inovação Aberta falha distribuídas por 8 hipóteses mais as acrescentadas nos comentários.

Pessoalmente e ironicamente eu acho que se uma empresa enfermar desses 10 males, não é a inovação aberta que está em causa mas sim a própria empresa.

São no entanto razões para reflectir e tentar equacionar ambientes mais abrangentes onde possamos encaixar essas razões.

Eu diria que uma organização tem uma série de desafios pela frente:

Como construir organizações que são tão ágeis como a sua mudança?

A agilidade de uma organização passa pela aceitação de uma estrutura mais plana e mais aberta. Mais permeável ao novo conhecimento a novas ideias.

Como é que se mobiliza e monitoriza a imaginação de cada empregado, todos os dias?

Criando ambientes facilitadores de criatividade e formas de reconhecimento e recompensa adequados às várias gerações envolvidas.

Como é que se criam organizações que são lugares altamente atraentes para se trabalhar neles?

Abrindo as portas à participação dos colaboradores na construção dos seus ambientes de trabalho.

Razões como, “não identificar razões de negócios adequadas para a empresa se envolver com inovação aberta”, “unidades organizacionais não alinhadas com iniciativas de inovação”, “empresas copiam iniciativas concorrentes”, “criação de um verdadeiro cenário ganha-ganha” e “se não pode fazer o trabalho de inovação internamente”, são razões que se prendem com a necessidade de uma nova atitude organizacional, uma gestão diferente.

Razões como, “empregados, parceiros e clientes não compreendem o que significa inovação aberta”, “ a forma como os executivos lidam com o risco” e “os melhores homens”, são razões que se prendem fundamentalmente com atitudes individuais, com aprendizagem e com abertura de pensamento.

As mudanças que surgem e que obrigam a novas atitudes começam com a necessidade de reinventar modelos de gestão, onde a Web tem um papel fundamental.

Como é que a internet vai mudar a forma de gestão?

A primeira geração que cresceu com a Web, tem como principal assunção que, a contribuição de cada um para a organização, não são os títulos, mas sim o mérito.

Eventualmente gerações anteriores vêm a sua contribuição com sendo o somatório de alguns anos de trabalho, mas também eles estão sujeitos às leis da competência.

“Num mercado onde o talento é em grande parte uma mercadoria esse pode comprar em qualquer lado, o segredo é criar um ambiente onde se alarga essa fronteira e onde se pode constantemente aumentar o retorno. A combinação de tecnologia e talento é um poderoso catalisador para a criação de valor, mas para tirar partido da capacidade da Web para ajudar a agregar e amplificar o potencial humano em novos caminhos, temos primeiro de abandonar algumas das crenças tradicionais de gestão – a noção por exemplo, que a estratégia deve ser colocada no topo.” – Gary Hamel

O caminho do abandono de algumas velhas crenças, implica uma construção de novos níveis de confiança por parte de todos os colaboradores e parceiros.

Uma nova atitude face ao passado, requer naturalmente confiança nas novas formas de interacção e obriga a novas competências de aprendizagem. O futuro já começou e a Inovação aberta faz parte dele, bem como fazem parte os novos caminhos que conduzem a uma nova gestão.

As linhas gerais da gestão do século XXI, para Gary Hamel já são claras:

– A tomada de decisão será mais baseada nos “pares”.

– As ferramentas de criatividade serão mais largamente distribuídas nas organizações.

– As ideias competirão em pé de igualdade.

– As estratégias serão construídas da base para o topo.

– O poder será uma questão de competência em vez de uma questão de posição.

Algumas das maiores batalhas para os próximos anos serão entre as forças da organização contra as forças da criatividade.

São as pessoas dentro da organização que sabem quais os processos que chocam com a inovação, impedem a adaptação e criam frustração nos colaboradores.

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Delivering happiness: Not business as usual by Jorge Barba

A few days ago I wrote about how Zappos has broken the rule that a business exists purely to make profits. They’ve designed their business model around the concept of ‘happiness’ and have made it clear that the customer IS their business. The is idea is driven that by making their employees happy it further drives customer happiness. It’s common sense but we, as consumers, can’t really say that other businesses look after our well being.


Innovation and Your Inner Animal by Dana Meyer

When we think of innovation, we often think of intelligence, brilliance, and genius. Yet two speakers at the World Innovation Forum highlighted the large and less-rational depths of the human mind. Inside us all is an inner animal that significantly influences the path of innovation.


Predicting the future of innovation by Mark Swiecichowski

Imagine you’re a CEO in the year 2030. You are chairing a strategy meeting where someone puts up a slide with these bullet points on it.


Building Open Innovation Communities: Make it User-friendly by Stefan Lindegaard

In a previous post, Who’s Your Target, I shared some criticism on Psion’s Ingenuity Working site. The site should improve and one of the key issues was the navigation and thus ease of use.


Innovating Meaning by Tim Kastelle

Often when we someone asks us to describe a product or a service, we tell them about features. What does it do? How does it do it?

This is a mistake. Products and services are not about features – they are about meaning, and they are about getting jobs done.

A Great Boss is Confident, But Not Really Sure by Robert I. Sutton via Ralph Ohr

Recently, I posted a list of 12 Things Good Bosses Believe. Now I’m following up by delving into each one of them. This post is about the sixth belief: “I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.”

Seeding innovation in the water sector by Ideo

Some 1.2 billion people worldwide are drinking unsafe water. Although many organizations purify water for entire communities in the developing world, women and children often walk long distances to transport it — and it often becomes contaminated during the trip. From retrieval to consumption, water’s journey is complex and provides ample opportunities for improvement. Acumen Fund and IDEO, with backing from the Gates Foundation, joined forces to tackle the issues of water transport and storage.


Creativity and Entrepreneurship in the Global Environment – A breakout session with Professor Teresa M. Amabile

This panel of entrepreneurs engages in an active discussion about creativity and entrepreneurship both at start-ups and in a corporate setting.