Unlike other books on the subject, 101 Design Methods approaches the practice of creating new products, services, and customer experiences as a science, rather than an art, providing a practical set of collaborative tools and methods for planning and defining successful new offerings. Strategists, managers, designers, and researchers who undertake the challenge of innovation, despite a lack of established procedures and a high risk of failure, will find this an invaluable resource. Novices can learn from it; managers can plan with it; and practitioners of innovation can improve the quality of their work by referring to it.
From Product to Experience The Emergence of High-Tech Manufacturing The pace and scale of change across high-tech manufacturing is a once-in-a-century transformation. Industries once neatly segmented as automotive, industrial manufacturing, and consumer electronics are converging. High-tech manufacturing has evolved into an interconnected super-industry. The resulting disruption—affecting every corner of the manufacturing sector—is profoundly, permanently altering the industrial landscape. And what the industry provides to customers, both individual consumers and businesses, has changed. No longer can any one of these industries function in isolation. They and their products are inextricably interdependent, changing customer expectations and the competitive landscape. Evolution is not new to business leaders. We know that those who remain loyal to the status quo are left behind. But this is different. The boundaries that once separated industries are not simply blurring; they are gone. Those who are willing to adapt and proactively shape customer demand have the opportunity to set the future course—not only for their enterprise but for entire segments of the market. Download the From Product to Experience Viewpoint
The conventional view in mainstream economics today is that governments have little capacity to spark innovation. The state should play as limited a role in the economy as possible, the thinking goes, intervening only in cases of "market failure." This is far from the truth. In fact, governments can and do play a critical role in spurring innovation—actively creating new markets, instead of just fixing them. To be sure, advocates of a limited economic role for government believe that market failure justifies some funding of infrastructure and basic science. But such limited intervention can hardly explain the billions of public-sector dollars that have flowed toward downstream applied research, even providing early-stage financing for companies. Indeed, in some of the world's most famous innovation hubs, the state has played a key "entrepreneurial" role, envisioning and financing the creation of entire new fields, from information technology to biotech, nanotech, and green tech. In Silicon Valley, for example, the government has acted as a strategic investor through a decentralized network of public institutions: The Defense Advanced Research Projects Agency, NASA, the Small Business Innovation Research program (SBIR), and the National Science Foundation.
There are massive disparities in the wealth and resource use of the world's megacities. Over the past two years, a team of 28 researchers from 19 countries conducted the first comprehensive study of the inflows and outflows of energy and materials for the world's 27 megacities, i.e. metropolitan areas with over 10 million people. The megacities range from Tokyo (34.0 million people) to Shenzhen (10.4 million). The study, published in the Proceedings of the National Academy of Sciences, found that the energy and material flows vary considerably between megacities. Rates for the lowest and highest consuming megacities differ by a factor of 28 for energy per capita, 23 for water per capita, 19 for waste production per capita, and 35 for total steel consumption. Not surprisingly, the wealthiest megacities generally use the most resources and produce the most wastes per capita, with New York having the highest metabolism of all. The New York metropolitan area (pop. 22.2 million) uses more energy than any other megacity.
When speaking of the need for recalibration, many executives are still struggling with developing a process that they can leverage to move the core of their firm into a place where the risk of environmental, social, and economic shocks are mitigated, and where they are positioned to take advantage of new opportunities. It is a process where no templates exist, and depending on the firm’s structure, industry position, and capacity, they will need to develop something highly customized, but in working with our clients we have observed that there are 6 “Re”s that firms must all go through as they make the recalibration. 1. Rethink: Explore and analyse your value chain to identify areas of risk, opportunity, and action.
Imagine a runaway trolley barreling down on five people standing on the tracks up ahead. You can pull a lever to divert the trolley onto a different set of tracks where only one person is standing. Is the moral choice to do nothing and let the five people die? Or should you hit the switch and therefore actively participate in a different person’s death? In the real world, the “trolley problem” first posed by philosopher Philippa Foot in 1967 is an abstraction most won’t ever have to actually face. And yet, as driverless cars roll into our lives, policymakers and auto manufacturers are edging into similar ethical dilemmas. For instance, how do you program a code of ethics into an automobile that performs split-second calculations that could harm one human over another? Who is legally responsible for the inevitable driverless-car accidents — car owners, carmakers, or programmers? Under what circumstances is a self-driving car allowed to break the law? What regulatory framework needs to be applied to what could be the first broad-scale social interaction between humans and intelligent machines?
Even companies are beginning to explore collective impact to tackle social problems. Mars, a manufacturer of chocolate brands such as M&M’s, Snickers, and Dove, is working with NGOs, local governments, and even direct competitors to improve the lives of more than 500,000 impoverished cocoa farmers in Cote d’Ivoire, where Mars sources a large portion of its cocoa. Research suggests that better farming practices and improved plant stocks could triple the yield per hectare, dramatically increasing farmer incomes and improving the sustainability of Mars’s supply chain. To accomplish this, Mars must enlist the coordinated efforts of multiple organizations: the Cote d’Ivoire government needs to provide more agricultural extension workers, the World Bank needs to finance new roads, and bilateral donors need to support NGOs in improving health care, nutrition, and education in cocoa growing communities. And Mars must find ways to work with its direct competitors on pre-competitive issues to reach farmers outside its supply chain.
In our never-ending quest for the enterprise of the future, we’ve explored an assortment of theories, frameworks, models and practices. But none of it really matters if you can’t execute. As the pace of change and growth in complexity continue to accelerate, execution becomes ever more important and increasingly difficult. This month we’ll share with you an approach that’s gaining traction in many of the world’s largest, most execution-challenged institutions, including the U.S. government. It’s called 4DX, which stands for The Four Disciplines of Execution, based on a book of the same name by Chris McChesney, Sean Covey and Jim Huling, all of FranklinCovey. For many organizations, the biggest obstacle standing between strategy and execution is the continuing stream of distractions of the “day job,” what McChesney et al. refer to as the whirlwind. You know how it works. You participate in a strategic planning workshop or offsite retreat and return to the office totally energized, only to get sucked into the vortex of pop-up demands, crises, deadlines and the like. Goodbye strategy, hello whirlwind.
“If as one people speaking the same language they have begun to do this, then nothing they plan to do will be impossible for them. Come, let us go down and confuse their language so they will not understand each other.”- Genesis 11:6-7 I’ve been using Google Translate for years now to communicate with family in South America (to say my Spanish is limited would be generous), and it’s a fascinating case study in Big Data. But I’ve been also following Microsoft Research’s work in this space since their early preview of the technology on the Microsoft Research blog. What they have been working on is a powerful combination of three major technology advancements: Speech to Text; Automated Translation; and Text to Speech.
Creativity At THNK, we work with and learn from the best in the world. We develop a cadre of leaders in coming up with innovative solutions to large societal challenges. So what have we learned about creative leadership in this process? And, in particular, what have we learned about orchestrating creative teams? How does this differ from the orchestration of more traditional operational teams? We have learned that: a strong creative team typically outperforms the gifted creative individual; a creative team consists ideally of three carefully selected individuals, not two or four, or more; the team needs to feel on a privileged mission, and the team’s home can reflect that; creative leadership means leading the team concurrently from the front and from the back; managing the energy of the team means pushing the teams up to, but not over, the edge. Better a creative team than a creative individual
At the beginning of the twentieth century, research and development was a highly guarded and elite practice. Imagine laboratories peopled by white-coated scientists who had passwords to protect the doors to their office. This kind of research and innovation was highly successful for a long time – it gave us electrocardiography, DNA fingerprinting, and many Apple products. But with the advent of the internet and online collaboration, things like intellectual property, organizational boundaries, and the identification of new markets became a much more public and shared experience. The boundaries that once separated different disciplines, organizations (even competitors) began to dissolve and innovation opened up to become a much more collaborative process. But how did this change come about? Why has crowdsourcing ideas, research, and talent from a global employee base become much more common even at the enterprise level? Why did we move away from this closed model?
Sam Walton once said, “High expectations are the key to everything.” An increasing number of companies — particularly in the auto industry — are heeding that call, setting aggressive, creative, and visionary goals that change their approach to business and how they relate to the wider world.
Consider Nissan’s “Vision Zero” which aims for “zero traffic accidents involving Nissan vehicles that inflict serious or fatal injuries,” according to COO Toshiyuki Shiga. A broad, seemingly impossible systemic goal like this might seem like a social responsibility or public relations strategy — and of course it has those elements. And I’m sure some corporate lawyers aren’t exactly thrilled, since it’s hardly only the car company’s issue – we all have an individual responsibility to drive safely, too. But Nissan is, I think, ignoring the risk-averse nature of our normal business culture and putting itself out there.
As a driver of technical innovation for a software company, a huge part of my job depends on forecasting how current tech trends will play out, merge, dissipate or expand. Here are some of my predictions of what the world will look like in 2020. Revised Notions Of Ownership Think of the things you use every day: your smart phone, your computer, your desk and so on. You own most — if not all — of those things. However, in the future, you’ll probably share most of them. We’ve recently seen a huge rise in the sharing economy; not only can you stay in someone else’s house via Airbnb, but you can sail in someone else’s boat through Sailo, fly in someone else’s private plane via OpenAirplane and go snowboarding with someone’s else’s board via Spinlister.
a call for a Global Apollo Program. Until now, the diplomatic effort to prevent dangerous climate change has focused on coordinating national cuts in greenhouse-gas emissions. But what is needed is more spending, not just more coordination. The decade-long effort we propose would require the whole planet to work together to make a breakthrough in the fight against climate change. It would seek to reduce the cost of electricity from sources that do not emit greenhouse gases below that of coal power by 2025. In order to achieve this, countries joining the program would pledge to devote at least 0.02 percent of their GDP toward the effort. David Attenborough, the British naturalist and broadcaster, has said of the proposal, "at last, we have an authoritative, practical, and comprehensive plan that could avert the catastrophe that is threatening our planet." Bjørn Lomborg, known for his skepticism toward traditional approaches to fighting climate change, has described this idea as "a much smarter approach and more likely to actually succeed."
Uber, which enables people to connect with available drivers through a smartphone app, is precisely the kind of disruptive company that is driving the shift. Taxi drivers in France and around the world are particularly incensed about UberPOP (called UberX outside Europe), a no-frills service. Uber has since withdrawn UberPOP from France, at least temporarily—though not before two of its top managers were arrested for ignoring the government's injunction to suspend UberPOP. But the kind of innovation that Uber exemplifies will not be stopped so easily. Uber's software, in a sense, does the job of thousands of Walrasian auctioneers acting locally in space and time, leading to almost perfect price discrimination. Airlines have long employed such price discrimination, offering multiple prices for the same distance flown, depending on date and time. But Uber price setting is unique in its immediacy, which it has achieved by taking full advantage of modern communications technology.
Big companies like Unilever, Wal-Mart, and Standard Chartered have ambitious plans to alter their conduct, recalibrating toward a business model that is "good." The slogan at Standard Chartered, for example, blends longevity with beneficence: Here for Good. These plans will put them on a different trajectory than their peers. They see that "Business as Usual" has no future, with its growing social, environmental, and economic imbalances. Yet, for all the corporate social responsibility (CSR) announcements, there have been few success stories that illustrate going beyond business as usual, or even going beyond traditional CSR practices. Ben & Jerry's, The Body Shop, Patagonia, Whole Foods Markets, and Interface carpets are often cited, but these firms were founded by leaders who had a different purpose in mind from day one. They have been characterized by their care for people and the environment, finding a balance between economic efficiency and the common good. But their molds were set before they grew into multibillion dollar firms.
It is a notable irony that India, which produces solutions to many of the knottiest information-technology (IT) problems faced by the world's largest companies, has benefited little from technological progress. Fortunately for India's citizens, Prime Minister Narendra Modi intends to change that. The gap between India and its emerging Asian counterpart China is significant. Whereas China has created the world's largest online bazaar and become a global leader in renewable energy, India has just begun to explore the potential of e-commerce. IT remains beyond the scope of millions of small and medium-size enterprises; and most citizens remain cut off from the digital economy. To bring India up to speed, Modi's government announced in August a national digital initiative: 1.13 trillion rupees ($19 billion) in investment to bring broadband communications to 250,000 villages, provide universal mobile access, expand online government services, and enable online delivery of all sorts of basic services. Needless to say, this will do much to advance India's e-government ambitions.
An ethical framework can bridge the worlds of startup technology and international development to strengthen cross-sector innovation in the social sector. Technology is all about making new stuff, agility and adaptability, and knowing what’s next. It’s fast. It’s cool. It wears a hoodie. International development deals in systems and measurements to help shift government policies. It’s slow. It’s big. It wears cufflinks. Each field has its own language and ethics. How do you work with beneficiaries (or users)? How do you conduct monitoring and evaluation (or A/B tests)? What does it mean to implement (or deploy)? These lexicons don’t always connect—and when they don’t, we see wasted effort and the potential to lose real global change. An ethical framework—“a way of structuring your deliberation about ethical questions”—can help to bridge disparate worlds and discourses and help them work well together. Ethical questions might include: “Is this platform / product actually providing a social good?” or “Am I harming/including the user in the creation of this new solution?” or even “Do I have a right to be taking claim of this space at all?” This helps us form value-based collaborations—and allows us to better assess and monitor our work.
Corporations today know that corporate social responsibility (CSR) is inextricably linked to their reputations and their brand identities. Yet integrating CSR and brand development can be daunting without a road map. To address this need, my co-author and I conducted in-depth, semi-structured interviews with key managers in brand and CSR departments in the five industries identified by McKinsey as being most prominently engaged in CSR activities—financial services, pharmaceuticals, extraction, consumer products, and technology. Our analysis identifies six organizational models for integrating brand and CSR, half of which are readily replicable examples that companies can apply to their own situation. Model #1: Mission-Driven
There was a time when sustainable, in the business sense of the word, described companies with the ability to innovate, improve upon existing product lines and broaden market share as a consequence … in simple terms, survive and grow. Others may have regarded sustainable as the business’ ability to vanquish various fiscal challenges, such as economic downturns and the like. Today, sustainable has new meaning and entirely different nuances.
Het gerenommeerde tijdschrift The Economist roemde de ‘disruptieve innovatie’-theorie van Clayton Christensen als ‘één van de meest invloedrijke moderne zakelijke ideeën’ ooit. De theorie wordt tegenwoordig keer op keer gebruikt om het succes van bedrijven zoals Netflix, Spotify, Uber, Airbnb en Tesla te verklaren. Disruptie is de nieuwe religie die vanuit Silicon Valley wordt gepredikt. Vraag is echter hoeveel waarde we aan dit geloof moeten hechten? Van creatieve destructie naar disruptieve innovatie In 1942 introduceerde de Oostenrijkse econoom Joseph Schumpeter het begrip ‘creatieve destructie’. Hij duidde daarmee de innovatiedynamiek waarin nieuwe technologie steeds weer een nieuw tijdperk aankondigt ten koste van bestaande business. Vijfenvijftig jaar later scherpte Harvard-hoogleraar Clayton Christensen dit basisconcept aan tot ‘disruptieve innovatie’ in zijn boek ‘The Innovator’s Dilemma’ waarin hij antwoordt geeft op de vraag waarom bestaande bedrijven falen. Bedrijven worden volgens hem ingehaald door de ‘snelheid van de geschiedenis’. Managers nemen op het eerste oog beslissingen die in het verleden goed uitgepakt hadden, maar in het heden al lang achterhaald zijn. Volgens Christensen impliceert het ‘innovator’s dilemma’ dat ‘het juiste doen verkeerd is’.
Apply the principles of digital, clear, fluid, and fast in creating organizational cultures that enable innovation and will thrive in the 21st century. Understand the key drivers of the Millennial generation in terms of employee engagement and innovation, in order to understand how their perspective is relevant to the broader changes we face leading and managing organizations in today’s environment. Learn some practical ways to start shifting the innovation culture of your own organization by changing processes and technologies and facilitating new behaviors among employees from all generations.
17 Reasons Creative People Are Wonderful Partners Communication Relationships by Janice Wald Go ahead. It’s time to name names. Think of a creative person. Who comes to mind? Leonardo da Vinci? Your loved one? They really aren’t all that different. According to the Miriam Webster Dictionary, a synonym for creativity is inventiveness. Da Vinci is one of the greatest inventors of all time. Another synonym is originality. If your loved one fits the dictionary definition of creative, “the ability to think of new things or create new things,” like da Vinci, it is all too probable that your loved one has been criticized, perhaps even by you. It is precisely because they are so original that they are often misunderstood. Whether or not your loved one is a modern-day da Vinci, there may not be as many reasons to criticize them as you think. They have many attributes that make them strong partners in a relationship.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.