Enjoy it HR’s Strategic Role in Innovation by Deb Mills-Scofield Historically, HR has not played a very strategic role in innovation. This needs to change. HR needs to support the culture change to enable innovation; and the upcoming generation isn’t going to settle for an ‘administrative-only’ role. On happiness and value innovation by JORGE […]
HR’s Strategic Role in Innovation by Deb Mills-Scofield
Historically, HR has not played a very strategic role in innovation. This needs to change. HR needs to support the culture change to enable innovation; and the upcoming generation isn’t going to settle for an ‘administrative-only’ role.
On happiness and value innovation by JORGE BARBA
I’ve been thinking about and pounding you in this blog with the idea of not wasting people’s time (also see here). I found out two things today, one is that I’m not the only one thinking about it and second that recent research says that in order for people to be happy we like to spend a certain amount of time on some activities.
Why smaller companies should embrace open innovation by Stefan Lindegaard
Open innovation at small and medium-sized enterprises (SMEs) presents both great opportunities and great challenges. Forming open innovation relationships can give a growing enterprise access to resources that might normally are beyond their reach with the potential for greatly speeding up time to market.
How to Improve Your Innovation Metrics by Tim Kastelle
We’ve written a few posts criticising some of the more common innovation metrics in use, so I thought it would be smart to outline some ways that we can actually develop more effective metrics. Here’s a story that might help:
There Is Texting For Business, Texting For Emergency, Texting For Health, Texting For Love And Texting For Seduction. We Have Yet To Understand The Effects Of Excessive Texting Impacting Our Communications And Realtionships by Idris Mootee
San Francisco weather is perfect this week, yes unusual for late Sept. Exhausted but a lot of things get done. Will be spending a lot of time here.
Reducing Workplace Toxins with Novelty that Transforms by Ellen Weber
We now know the brain lights to novelty in refreshing ways – not a bad recipe for cutting edge advances at work. We also see servers and software equipped with interactive programs that engage more talent in teams. Imagine this merger of brain-compatible research and user-friendly technology, as the quintessential tool to rescue workplaces trapped in rigid ruts.
Spend time with people who challenge your thinking by Paul Sloane
‘You are the average of the five people that you spend the most time with,’ says author Richard Koch. While this statement is not to be taken literally or mathematically it plainly contains a disturbingly large grain of truth. For most of us the people we choose to associate with reflect ourselves, our values, our backgrounds, our attitudes and our behaviours.
Do You Have a Complexity Complex? by Holly G. Green
Are you overwhelmed by how fast the world moves these days? Does it seem like everything is getting more complicated? Do you sometimes feel like you might be out of your league when it comes to leading an organization in today’s chaotic markets?
Have a nice week!
Enjoy it! The Power of Meaning by Ralph-Christian Ohr 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. As innovation is accomplished by people […]
The Power of Meaning by Ralph-Christian Ohr
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. As innovation is accomplished by people for people – companies are eventually run by people – I had a suspicion, though, that human nature is likely to play an important role in the innovation process.
MinuteClinic’s Service Design Innovation by Andrea Meyer
Story: Some of the best innovations are brilliant in their after-the-fact simplicity. Take MinuteClinic. We all know “an ounce of prevention…” yet most of us still don’t go to the doctor for preventative care because of the cumbersome process of a office visit: scheduling an appointment, taking time off work, waiting in the doctor’s office for unknown amounts of time, sitting in the midst of other hacking/sneezing people, and being unsure how much the visit will cost
WORLD INNOVATION FORUM 2010 by Mitch Ditkoff
I just returned from the World Innovation Forum in NYC.
My big insight? Thought leaders will soon be a thing of the past.
In their place? Feeling leaders — business savants who have made the journey from head to heart and aren’t afraid to let the rest of us know what they’ve learned along the way.
The Limitations of Open Innovation by Stefan Lindegaard
…often lie in the minds of people. I had an interesting workshop this week working with one of the leading gaming companies and I was once again reminded on the limitations set by imagination.
The power of bringing in an outsider for #innovation by Jorge Barba
Nilofer Merchant, CEO of Rubicon Consulting, argues that if organizations want to be innovative they should stop hiring the same type of people just to meet the requirements of the job position:
It seems to me we ought to also know how to get diverse points of view into the system, because that is what allows us to see things from different angles and fundamentally shift our approach from seeing the problem the way it’s always been seen (and thus unsolved, one could presume) and see it afresh to create the shift in viewpoint that allows for a new creative act.
‘Oops! I’m deviating from the group; I have to do something about it!’ Rotterdam School Via @ariegoldshlager
Rotterdam/Nijmegen, 15 January 2008 — A team of researchers from the Rotterdam School of Management, Erasmus University has conducted an unprecedented experiment that reveals what brain processes are involved in social conformism. It is a well-known fact that people have a tendency to adjust their opinions to those held by others
Biz 2.0: Orchestrated Improvisation by Paula Thornton
Reading Andy McAfee’s recent piece “IT’s Three Key Organizational Transformations”, spurred a personal thinking theme today. I was a bit disturbed (and disappointed) by what Andy seemed to miss in his thought — stuff that 2.0 thinking hinges on (but it wouldn’t be the first time, or likely the last).
Innovation & Correspondence Bias – Misunderstanding motivation misreads meaning by Andrew (Drew)
The more we learn about the individual and social psychology misunderstandings at play in organization life, specifically in the development of innovations, the harder it is to identify clear and unambiguous actions we can take to address them. We must become adept at inquiry, observation, exploration and reflection – any of which might be effectively preceded by the word “self”. Thankfully these are prerequisites for effective innovation which makes for some strong synergies if we can apply the skills effectively.
Thanks for reading this! There are a lot more! Tell me your preferences!
Be More Innovative Today – Make Fresh Insightful Connections by Tim Kastelle Fresh insightful connections.” That’s how Rishad Tobaccowala defines innovation in a terrific post today called Becoming Innovative. I think this is a great way to think about innovation. I’ve already said that connecting ideas is the fundamental creative act in innovation, so it […]
Be More Innovative Today – Make Fresh Insightful Connections by Tim Kastelle
Fresh insightful connections.”
That’s how Rishad Tobaccowala defines innovation in a terrific post today called Becoming Innovative.
I think this is a great way to think about innovation. I’ve already said that connecting ideas is the fundamental creative act in innovation, so it was great to see Rishad say this:
Moleskine + Evernote: Idea capture heaven by Jorge Barba
Do you know how we get ideas when we’re not thinking about problems? I don’t know about you but I’ve never gotten good ideas in the middle of a brainstorm, I’ve gotten them after the brainstorm when I’m not even thinking about problems.
How a Botanist helped in the design of your computer and TV by Paul Sloane
Liquid crystals represent a state of matter which exists between solid and liquid states. They were first discovered in 1888 by Austrian botanist Friedrich Reinitzer who was studying cholesterol at the Charles University in Prague.
Observing – the Mother of All Discovery Skills by Yann Cramer Blogging Innovation
Observing is a critical skill for people willing to increase their innovation capability. It is critical because observing customers will reveal behavior patterns that they have unknowingly developed to compensate for some inconvenience that could be removed or for some unmet need to could be addressed more fully
How Leaders Can “Walk The Talk” for Innovation… by Paul Williams
I list leadership engagement in the first spot on that list for a reason. It is certainly the most important factor for innovation success within an organization. Without true engagement by at least one executive leader (preferably all), innovation will never gain the traction it needs to be considered as a true business discipline, gain the resources it needs to succeed or develop the process depth required to make it effective, efficient and repeatable.
A Consultant’s Approach to Open Innovation by Stefan Lindegaard
What does a consultant focus on when having a first talk with a potential client looking for help on open innovation issues?
Let me share my thoughts on this. Perhaps other consultants – or someone from the client side – will share more insights on this.
Brand-Driven Innovation by Erik Roscam Abbing and Christa van Gessel – via Arie Goldshlager
As the nature of innovation shifts from the application of new technology to the delivery of meaning and value, brand and design become critical resources, as well as partners, in the development of market-leading products and services. Erik Roscam Abbing and Christa van Gessel provide an overview and case studies of this process as it moves from “brand usability” to “innovation strategy” to “design strategy” to “touch-point orchestration.”
Simon Sinek: How great leaders inspire action – via Ralph-Christian Ohr – Talks TED
Why a CIO Isn’t by Paula Thornton Chief Information Officer, Chief Technology Officer: What’s the difference? Sometimes one reports to the other. How accurate is the title, Chief Information Officer? Do they champion and defend the delivery of information? Really? FREE BOOK CHAPTER: Why Top Executives Do Not Get Innovation, Much Less Open Innovation – […]
Why a CIO Isn’t by Paula Thornton
Chief Information Officer, Chief Technology Officer: What’s the difference? Sometimes one reports to the other. How accurate is the title, Chief Information Officer? Do they champion and defend the delivery of information? Really?
FREE BOOK CHAPTER: Why Top Executives Do Not Get Innovation, Much Less Open Innovation – and What to Do About It by Stefan Lindegaard
My book, The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skills hits the bookstores late May. As an appetizer, I am happy to provide you yet another chapter for free.
Innovation Failure Points: Evaluation, Selection and Prototyping by Jeffrey Phillips
Over the last week I’ve written several posts about the “failure points” of innovation, using the premise that failure is more instructive than than success, and that there are consistent points of failure in the innovation cycle.
Bad Attitudes Can Lead to Good Innovation by Paul Sloane
How can you build a team that is innovative, dynamic and capable of finding breakthroughs for tough problems? How can you avoid repeating dreary routines and find sparkling new ideas instead? One way is to make sure that among your solid citizens you have a good sprinkling of rebels.
Think Like a Biologist to be a Better Manager by Tim Kastelle
The first Archaeopteryx fossil was found in 1861, and it now resides in the Natural History Museum in London. It was an important find – two years after the publication of The Origin of Species by Charles Darwin, Archaeopteryx was the rarest of fossils, and one that was quite useful for Darwin’s theory – an intermediate form. Archaeopteryx very clearly shows the transition from dinosaurs to birds.
And, Via Ralph-Christian Ohr (Special thanks):
Together We Innovate By Rob Cross, Andrew Hargadon, Salvatore Parise and Robert J. Thomas
WHEN it comes to innovation, the myth of the lone genius dies hard.
Most companies continue to assume that innovation comes from that individual genius, or, at best, small, sequestered teams that vanish from sight and then return with big ideas. But the truth is most innovations are created through networks — groups of people working in concert.
The Best of Inspiring ideas – HSM
…Organizational DNA for strategic Innovation…
Have a nice week!
Inspiring and learning from… How to Avoid Open Innovation Frustration by Stefan Lindegaard I recently wrote a post on the frustration that often comes with open innovation. This prompted many comments here and on LinkedIn. I found many great insights and I want to share of few of these with you in this post: […]
Inspiring and learning from…
How to Avoid Open Innovation Frustration by Stefan Lindegaard
I recently wrote a post on the frustration that often comes with open innovation. This prompted many comments here and on LinkedIn. I found many great insights and I want to share of few of these with you in this post:
Innovation: Concentrate on People and Process, not Tools by Tim Kastelle
Imagine that you are a unit manager in an organisation, and your CEO comes to you and says: “We need to be more innovative – you’re in charge of making that happen.” What’s the first thing you should start thinking about?
Open innovation is coming of age by Victor Keegan
Formula 1 has been at the awesome edge of innovation for decades, yet most of the time you would have been pushed to find the fruits of its research adopted elsewhere. Not any more.
10 Basic Principles of Innovation by Erica Templeman
Today’s post is from Matthew Greeley, Founder and CEO of Brightidea, the global leader in On-Demand Innovation Management software. Prior to founding Brightidea, Matthew consulted for Wrenchead.com, helping them raise over $100 million in venture funding from investors. He holds a degree in Computer Engineering from Stevens Institute of Technology and studied Creativity and Marketing at Stanford University. In addition to his role at Brightidea, Matthew sits on the board of directors of ClearDay Technologies.
The Myths About Design Thinking And How You Can Find Out If You Are Truly An Integrative Thinker. Take The Test Now. And Yes, We Are Hiring! by Idris Mootee
These days I am getting a little bothered with the phrase “design thinking”. There is a lot causal misuse but the phrase has gained popularity and currency because it is new, it gives designers new status and it helps to push design firm upstream and hopefully they can solve bigger problems with design ideas.
Innovation Strategies Combined by By Frank T. Rothaermel and Andrew M. Hess
Continuous innovation is the engine that drives highly successful companies such as Apple, General Electric, Google, Honda, Hewlett-Packard, Microsoft, Procter & Gamble, Sony, Tata group and many others. Innovation is an especially potent competitive weapon in tough economic times because it allows companies to redefine the marketplace in their favor and achieve much-needed growth
After Eureka: 7 questions to test innovation for profit potential By Simon Kirby
Analytical strategic frameworks are not the key to creating transformative innovation, a point wonderfully made by Seth Godin:
“Irrational passion is the key change agent of our economy.”
How to Measure Open Innovation Value – Part 2 in 100open
What’s Different about Open Innovation?
The metrics are less developed in this emerging discipline than in traditional innovation. In my last blog I outlined a list of the sorts of direct and indirect measures that firms can use to capture all the value that innovation brings.
What is “innovation”? by Joel West
Sunday night, as I waited for feedback on a draft chapter about open innovation — part of a volume on innovation for the Wiley Encyclpedia of Marketing — I saw an interesting headline on the Wall Street Journal website:
Mayo Clinic: Effective Word-Of-Mouth by Andrea Meyer
Story: The Mayo Clinic is known around the world for reputable, high-quality health care. How can the company extend and expand this good word of mouth? Seth Godin provided an insightful answer during his Online Marketing Innovation Q&A, April 15, 2010 hosted by HSMAmericas.
What do you suggest?
Have a nice week!
Ideas and Knowledge! Enjoy it! Call for Visionaries! Help Make the Future of Innovation Open and Global – by Stefan Lindegaard – 15inno “Can you imagine a global network of people who believe the future of innovation is open and global? Can you imagine a global network based on regional chapters that helps […]
Ideas and Knowledge!
Call for Visionaries! Help Make the Future of Innovation Open and Global – by Stefan Lindegaard – 15inno
“Can you imagine a global network of people who believe the future of innovation is open and global?
Can you imagine a global network based on regional chapters that helps increase the general awareness of open innovation and connects the people and companies – virtually and physically – that turn open innovation into reality?”
Putting in the Hours – by Tim Kastelle – Innovation Leadership Network
“We can’t assume that they already know how great our idea is, or that the value in it is self-evident. This is a particularly important lesson if we are trying to cross domains. If you are a lab scientist trying to commercialise your great discovery, out in business your reputation starts at 0, no matter how much reknown you’re held in as a scientist.”
Avoiding Innovation Chaos inside Companies – by Hutch Carpenter – spigit
“Great news…you’ve established your innovation platform to solicit ideas, and gosh, did you get them! Hundreds of ideas. Wow!
Now what? ”
Genius Transparency to Lead Innovation – with Ellen Weber – Brain Leaders and Learners
Flawed leadership, whether called democracy or dictatorship generates gridlocks that block creative brainpower.
A Small Attempt to Model Organizational Evolution – by Thierry de Baillon – Sonnez en cas d’absence
“Last few months were, for me, pretty insightful. I tried to spread and nurture some ideas about organizations, collaboration and complexity, met people, chatted online with others, read, assisted or talked at events… The last pebbles of wisdom came for The Age of Paradox, from Charles Handy, whose S-curve metaphor quasi magically fitted my intuitions. Little by little, I have now built a somehow practical model of organizational maturity which drastically shows the need for enterprise to step into the 2.0 world.”
Innovation is a habit – by Jorge Barba – Game-Changer
“Act different to think different. Easier said than done right? The truth is we’ve already been-there-done-that when we were kids, we just forget we did it. How is this possible? How is it that we lost that inquisitive mind? We just lost our imagination, threw the crayons away and got caught up in the reality of the adult world that’s what happened.”
Creating An Emotional Response From Your Web Site – by Kim Krause Berg – search engine land
“I hadn’t seen my artist friend in nearly a year, nor was I even sure he was still painting. But there I was the other day, standing with him in his art studio, chatting about the new things he wanted me to add to his web site. Suddenly he led me to one large 80” x 64” canvas of swirling brush strokes that is his style. “This one is for you,” he announced, “for all the help you’ve given me with the web site.”
Open Innovation becoming an established part of the culture – by business reporting – SCIENCE BUSINESS
“The culture of Open Innovation is becoming established and its potential benefits are now widely recognised according to a survey of R&D directors in the world’s 30 largest healthcare and manufacturing companies, carried out by the UK consultancy group PA Consulting.”
Reverse Innovation: How Designing for Emerging Economies Brings Benefits Back Home – by Andrea Meyer – Working Knowledge
“Story: GE Healthcare sells sophisticated medical imaging devices around the world. Historically, they have sold these high-end machines in emerging economies like India. But only 10% of Indian hospitals can afford a $10,000 ECG machine. Reaching the other 90% of the market takes more than simply cutting a few costs. It requires radical innovation and an in-depth understanding of local conditions.”
WHAT, HOW & WHY? – by Nicolae Halmaghi – Design Thinking Exchange
“What Exactly is Design Thinking?
How and Why Does it Create Value?
At this point it is a losing battle trying to find a unified voice about what Design Thinking does, or means. Most definitions are confusing, cumbersome, incomplete, make little sense, or have purely and simply nothing to do with Design Thinking. There is a big disconnect between the way the design community feels and interprets DT and the way business strategists define it. As more and more consultancies want to take advantage of the media attention dedicated to DT, it is likely that unless a common definition is adopted soon, the term will be polluted permanently.”
Have a nice day!
(ver versão em Português no fim desta) Why we must talk again about Open Innovation and networking? – Because “You must be able to work across business and with many types of innovation to turn ideas into profitable products, services or business methods” – Stefan Lindegaard In the past… The Era of Open […]
(ver versão em Português no fim desta)
Why we must talk again about Open Innovation and networking?
– Because “You must be able to work across business and with many types of innovation to turn ideas into profitable products, services or business methods” – Stefan Lindegaard
In the past…
By Henry W. Chesbrough
“In the past, internal R&D was a valuable strategic asset, even a formidable barrier to entry by competitors in many markets. Only large corporations like DuPont, IBM and AT&T could compete by doing the most R&D in their respective industries (and subsequently reaping most of the profits as well). Rivals who sought to unseat those powerhouses had to ante up considerable resources to create their own labs, if they were to have any chance of succeeding. These days, however, the leading industrial enterprises of the past have been encountering remarkably strong competition from many upstarts. Surprisingly, these newcomers conduct little or no basic research on their own, but instead get new ideas to market through a different process.”
Only two days ago you could read:
EJIM Special Issue on Open Innovation – March 17, 2010
According to Henry Chesbrough “Open Innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation”. Several heterogeneous phenomena are compatible with such a broad definition and have all been labelled Open Innovation: Intellectual Property markets with or without the presence of intermediaries, crowdsourcing and lead user innovation, academic and company spin-offs, and collaborative research projects. The external sourcing and the external commercialization of innovation are very different practices as well.
To what extent these phenomena can be studied as one?
Meanwhile some observations were made:
Open information / Intellectual property / Information trading – Eric von Hippel
“Informal” know-how trading is the extensive exchange of proprietary know-how by informal networks of process engineers in rival (and non-rival) firms. I have observed such know-how trading networks to be very active in the US steel minimill industry and elsewhere, and they appear to represent a novel form of cooperative R&D.
When one examines informal know-how trading in the framework of a “Prisoner’s Dilemma”, real-world conditions can be specified where this behavior both does and does not make economic sense from the point of view of participating firms. Data available to date on the presence and absence of such trading seem to be roughly in accordance with the predictions of this simple model.
Although presently documented only as a firm-level phenomenon involving the trading of proprietary technical knowhow, informal know-how trading seems relevant to (and may currently exist in) many other types of situation. Indeed, it may be applicable to any situation in which individuals or organizations are involved in a competition where possession of proprietary know-how represents a form of competitive advantage.”
Research on Open Innovation has increasingly emphasized the role of communities in creating, shaping and disseminating innovations. However, the comparability of many studies has been hampered by the lack of a precise definition of the community construct, and the research on Open Innovation has to date not been well connected to insights from research on the role of transformational leaders and the networking of champions and promoters across organizational boundaries. For this reason, this paper introduces a new construct of ‘innovation communities’ based on promoter theory, which it defines as ‘networks of promoters’. It proposes a comprehensive concept of the quality of interaction in innovation communities, and presents findings of three case studies, which explore the role of promoters and networks of promoters in Open Innovation. The case studies reveal that such transformational leaders as promoters, and especially their close and informal co-operation across functional and organizational boundaries, play a key role in Open Innovation.
This and a lot of other subjects drive us to the future!
“Most companies agree that OI is key, but relatively few have so far adopted a structured or company-wide approach to it. Several felt that it can be difficult to gain buy-in and resources for OI projects. Those involved in OI can feel marginalized, under pressure to show results or even anonymous company-wide, said PA.
The view among those PA spoke to is that successful OI requires leadership, both from the top of the business and all the way through the heads of function. With relevant, respected members of the company seen to be championing it, the process is much easier. Leadership was also seen as critical to building the essential outward-looking culture – an engaged, enthusiastic chief executive or head of function can do much to engender a similar attitude in employees, and get OI accepted.”
What kind of interrogations on the next step?
– Versão em Português-
No passado, o R & D interno era um activo estratégico valioso, mesmo uma formidável barreira à entrada de concorrentes em vários mercados. Apenas as grandes corporações como DuPont, IBM e AT & T poderiam competir, fazendo mais de P & D em suas respectivas indústrias (e, posteriormente, colher a maior parte dos lucros também). Os rivais que tentaram derrubar as potências tiveram que investir recursos consideráveis para criar os seus próprios laboratórios, se queriam ter alguma hipótese de sucesso. Nos nossos dias, porém, as empresas industriais do passado foram encontrando notavelmente forte concorrência de muitos iniciantes. Surpreendentemente, estes recém-chegados, traziam pouca ou nenhuma de pesquisa básica consigo, mas em vez disso procuraram obter novas ideias para o mercado através de um processo diferente.
Há dois dias apenas,
EJIM Edição Especial sobre Open Innovation
Segundo Henry Chesbrough “A inovação Aberta é o uso intencional de entradas e saídas de conhecimento para acelerar a inovação interna e ampliar os mercados para o uso externo da inovação”. Vários fenómenos heterogéneos são compatíveis com uma definição tão ampla e foram todos rotulados de Inovação Aberta: os mercados de propriedade intelectual, com ou sem a presença de intermediários, crowdsourcing e inovação centrada no usuário chumbo, académicos e empresas, e projectos de pesquisa colaborativa. O aprovisionamento externo e, a comercialização externa de inovação são práticas muito diferentes também.
Até que ponto estes fenómenos podem ser estudados como um?
Entretanto foram feitas algumas observações:
“O know-how comercial informal é a ampla troca de know-how proprietário de redes informais de engenheiros de processos rivais de (e não rivais) empresas. Tenho observado esse know-how de redes de comércio a ser muito activos na indústria de aço minimill E.U. e em outros lugares, e eles parecem representar uma nova forma de cooperação em I & D.
Quando se examina informal know-how comercial no âmbito de um “dilema do prisioneiro”, condições do mundo real pode ser especificado em que esse comportamento, tanto faz e não faz sentido económico a partir do ponto de vista das empresas participantes. Os dados disponíveis até à data sobre a presença ea ausência de negociação, como parecem ser mais ou menos de acordo com as previsões do modelo simples.
Embora actualmente documentados apenas como uma empresa-nível fenômeno envolvendo a negociação do know-how técnico proprietária informal e know-how comercial parecem relevante (e actualmente podem existir em) muitos outros tipos de situação. Na verdade, pode ser aplicável a qualquer situação em que indivíduos ou organizações estão envolvidas em uma competição onde a posse de propriedade know-how “representa uma forma de vantagem competitiva.
Pesquisa sobre Inovação Aberta tem vindo a sublinhar o papel das comunidades na criação, elaboração e difusão de inovações. No entanto, a comparabilidade dos muitos estudos tem sido dificultado pela falta de uma definição precisa de construir a comunidade, e as pesquisas sobre inovação aberta até à data não foi bem ligado a descobertas da investigação sobre o papel dos líderes transformacionais e a ligação em rede dos campeões e factores para além das fronteiras organizacionais. Por esta razão, este artigo introduz um novo conceito de ‘comunidades de inovação “, com base na teoria do promotor, que define como” redes de promotores “. Ele propõe um conceito abrangente da qualidade da interacção em comunidades de inovação e apresenta resultados de três estudos de caso, que exploram o papel dos promotores e dos promotores em redes de inovação aberta. Os estudos de caso revelam que tais líderes transformacionais como promotores e, especialmente, seus próximos e cooperação informal através das fronteiras funcionais e organizacionais, desempenham um papel fundamental na inovação aberta.
Isto e muitos outros assuntos conduzem-nos ao futuro!
Inovando em uma recessão – gestão da inovação aberta no futuro para a indústria farmacêutica?
A maioria das empresas declara que a Oi é a chave, mas relativamente poucos, até agora adoptaram de forma estruturada ou fizeram uma abordagem corporativa ao mesmo. Alguns consideraram que pode ser difícil ganhar o “buy-in” e de recursos para projectos de OI. Os envolvidos na OI pode sentir-se marginalizados, sob pressão para mostrar resultados ou mesmo sociedade anónima de largura, disse PA.
A opinião entre os PA é que a OI bem sucedida exige liderança, tanto a partir do topo da empresa e em todo o caminho através dos chefes de função. Com relevantes, membros respeitados da sociedade a defender que, o processo é muito mais fácil. Cultura de liderança também era visto como crucial para construir o essencial para o exterior – um compromisso entre executivo chefe ou chefe entusiasta da função pode fazer muito para gerar uma atitude semelhante em funcionários, e obter OI aceite.
Que tipo de interrogações vai fazer no próximo passo?
an interview!! You can choose because you are free! So do I! Last week I Choose: Video Interview – Eric Liu – “Imagination First” by Braden Kelley I had the opportunity to interview Eric Liu, author of the new book “Imagination First” at a book event last night. I’d like to share a video […]
You can choose because you are free!
So do I! Last week I Choose:
Video Interview – Eric Liu – “Imagination First” by Braden Kelley
Open Innovation Happens Behind the Scenes by Stefan Lindegaard
John Hagel and John Seely Brown wrote a great post recently named Open Innovation’s Next Challenge: Itself.
What would you do with a Radical Idea? Reject it of course. By Paul Sloane
Einstein said that all great original ideas at first appear absurd. This is why it is so easy to dismiss radical suggestions when they surface.
Preparing for the Unknown by Andrea Meyer
Point: You may not be able to predict the future, but you can prepare for it by tracking early trends and staying open to disruptions.
Weaving innovation into the corporate structure by Jeffrey Phillips
I’ll get up and bang on my innovation drum all day, hoping that people will listen to the message.
Traits of Leadership by Steve Nguyen
Research regarding traits related to leadership effectiveness has found about half a dozen (Yukl, 2010):
The 10 Top Reasons Why The 10 Top Reasons Don’t Really Matter by Mitch Ditkoff
“Time flies like an arrow. Fruit flies like a banana.” (Groucho)
Circle Gatekeepers to Launch Innovations with Dr. Ellen Weber
For years I sought pathways past gate-keepers in order to introduce and develop shared innovations.
Crowdsourcing Is the New Collaboration by Hutch Carpenter
The value of accessing a collaborative network outside the company walls is nicely articulated in the quote above. Well, why not recast that concept?
Create an opinion!
- Transformar um chefe num líder com mentalidade de Design Thinking
- Interdisciplinaridade e a ciência de dados no caminho da inovação
- Não são analógicos, não são digitais…são pessoas!
- Abanar a dissonância cognitiva e abraçar a inovação
- O conhecimento tácito é um gatilho e uma alavanca para a inovação! Será verdade?
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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