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

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

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

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

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

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

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


Defend Your Idea Without Being Defensive by John Baldoni  

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

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

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

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

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

The world turned upside down From The Economist

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

Have a nice week!