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Why culture is so important to the success of your company.
Via Anne Leong
Strategic and organizational factors are what separate successful big-company innovators from the rest of the field.
Via Paco Corma Canós
It’s an old line, but David Skok said it bears repeating: Skok is digital advisor to the editor-in-chief of the Boston Globe, and a former Nieman Fellow. He spent his year at Harvard studying and collaborating with the creator of disruptive innovation theory, Clayton Christensen. They co-authored an article about disruption in the news industry. …
Via Marielvi Piñero
Digital innovation is giving rise to new business models. Uber and Airbnb are household names today, when not so long ago we were all learning about the sharing economy. The regulations don’t always evolve as quickly as technological change — at least that’s the perception. So what should policy makers and regulators do? Wharton legal studies and business ethics professor Kevin Werbach, who wrote a policy brief about the topic for the Penn Wharton Public Policy Initiative, recently shared his insights into that question with Knowledge@Wharton.
I was recently asked the following question: How do you respond to educators who say “the idea of being called upon to develop an innovator’s mindset and to innovative scares me . . . I have the op…
Via Aggeliki Nikolaou, Mark E. Deschaine, PhD
The most innovative companies embed experimentation in their strategy and extract maximum learning from their mistakes. How can you be more like them?
Companies with employee-friendly policies produce more patents, which shareholders highly value and result in long-term financial benefits.
Every big company was a lean and mean startup at one time. Now, confronted with digital disruption all around us, we’re all rushing to rekindle the..
Many organizations talk about the need to innovate. But what does that mean exactly? How can we create an innovative culture?
Via Marta Torán
Business strategies – especially in the tradition sense – are rather pushy. If you have a product, your strategy is to explain why a customer should use it.
Design thinking as a strategy flips this. Instead of forcing a product on customers, instead, it sees things from the customer’s perspective. A design mindset is not problem-focused, it is solution focused and action-oriented towards creating a preferred future. Design Thinking draws upon logic, imagination, intuition, and systemic reasoning – exploring the possibilities of what could be. This train of thought creates desired outcomes benefiting the end user.
When design principles are applied to strategy and innovation the success rate for innovation dramatically improves.
Via John Evans
By Patrick Willer, Workforce Innovation, SAP What is social collaboration? Just as it sounds: Teams work together, usually towards a common goal, but the goal doesn’t have to be pre-defined. And that's the beauty of it all. By combining brain power, better ideas are surfaced to help move the business forward. I [...]
Via Carmen Ridaura
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Businesses face the dilemma dividing resources between protecting the current value chain and developing new value propositions that in time replace the old
Leaders are always in search of that
Wargaming is a competitive scenario exercise that allows teams to delve deeper into identified opportunities, threats, and potential market outcomes. Wargames provide a means to gain a better understanding of market shifts and how they will impact competitor actions. Some examples of questions in the innovation process that can be answered with wargaming include:
When people think about innovation, they tend to think about bright ideas. But actually it turns out that there are other, more important, factors in determining innovation success.
Via Marc Wachtfogel, Ph.D.
You need that space to come up with the right questions before you apply all of your energies to answering them.
True innovation comes from more than just a cup of coffee, but it's a good place to start.
Via Marc Wachtfogel, Ph.D.
Interpersonal skills are a prerequisite for harnessing outside-the-box thinking on behalf of others, and they’re just as important as math, science and technology training.
We are barraged with a constant stream of new ideas for design and delivery of solutions that can improve learning, engagement, and performance. Finding methods to rapidly evaluate innovation, while maximizing the benefits and minimizing the risks, can mean the difference between success and failure. Our multi-year collaboration with Andrea Procaccino provides several examples of how to strategically innovate your training through the intentional integration of emerging technologies.
Via Coloma Canals
While the importance of innovation is crystal clear for many organizations, daily execution usually remains challenging. When renewing products, services or business processes, companies often encounter the same obstacles. But what if companies could learn from each other? Can innovation be streamlined by sharing successes and failures? That’s precisely what the first CREAX innovation roundtable was determined to find out. In collaboration with Oracle, we gathered a diverse group of innovation professionals for a lively debate on how to move from theorizing to getting things done. This is what we learned.
Via Mark E. Deschaine, PhD
As a researcher who studies technology use by companies, I wanted to understand what happened. Who kept up? Who fell behind? And why? I considered the fact that while leaders do enjoy economies of scale in the adoption of new technologies, they may also find that adjustment costs — tasks like tweaking processes to match the flow of new software (or vice versa), hiring employees with new skill sets, or coordinating new points of contact across the organization — may increase with scale. Getting value-chain partners on board is essential for innovation and e-business success.
Being recognized as an international brand is usually a decided competitive advantage. But some markets and certain consumers prefer local firms. The authors’ analysis began with the recognition that corporate brands succeed largely because they can provide two types of value to consumers. The first is functional, and entails offering a higher-quality product or a product that is a better value for the money than products offered by competitors. The second type of value is psychological, and involves appealing to consumers’ emotions or providing them with social signifiers via their branded products (luxury watches, for example, or eco-friendly vehicles).
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