Creativity & Innovation for success
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Creativity & innovation, the drivers of change
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5 key ideas on scaling up emerging circular economy principles

5 key ideas on scaling up emerging circular economy principles | Creativity & Innovation  for success | Scoop.it

Philips recently held a panel discussion to examine how new product-service models built around circular economy principles of ‘pay per use’ and renting or sharing could be scaled up. Here are five key thoughts
How can manufacturers build resource resilience into their supply chains in a way that not only reduces raw material input costs, but delivers added value to the customer? One smart solution is to sell the performance of a product whilst retaining ownership of the component parts within it. Earlier this month, to coincide with the official opening of its refurbished systems factory for healthcare imaging equipment in Best, the Netherlands, Philips hosted a panel discussion to examine how emerging product-service models built around circular economy principles of ‘pay per use’, renting/sharing and lease ownership could be scaled up.

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The History Of 50 years of Email: From M.I.T. to 1bn Gmail Accounts

Email is such a big part of our lives—both professionally and personally—that it would be crazy to thing about living without it. For those of you who have been in business for decades, think back to a time before email was readily available. How people communicated was a heck of a lot less instantaneous.
And while some people miss that bygone era, the majority of us are content to shudder at the thought and turn back to check our email for the 20th time today. Email has simplified communication for business tenfold. The history of email, however, is probably longer than you think.
The infographic below, pulled together by Business Insider Australia, details the journey email has taken since its start. Next year will be the 50th anniversary of the first known email system, titled MAILBOX. It was used by none other than students and professors at Massachusetts Institute of Technology (M.I.T) in the US. As anyone born after 1985 knows, email really took off in the early 90s, with Outlook and AOL coming along in 1992 and 1993 respectfully, and Yahoo! following in 1997. Email’s sworn nemesis spam started in 1990, and laws regarding spam didn’t appear until 2004.

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Electric scooter design that makes a hole lot of sense

Scooters are a firm favourite in the developing world – but they are noisy and polluting, and can be dangerously overloaded. One company has come up with a cleaner, safer option.
In many parts of the world, the scooter is one of the most popular ways to get around. City streets are crowded with the small two-wheeled vehicles, sometimes carrying one passenger, but often carrying two or more people, their children – and their cargo. Small motorcycles can be a vital form of transport for farmers to get their produce to market, or parents to get their children to school or medical care. So, drivers and their families, pets, livestock and boxes and bags often have to balance precariously on two wheels.

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Is Salesforce / Siebel a Classic Disruption Case?

Like many others, I have often used Salesforce / Siebel as a classic example of Innovator’s Dilemma style disruption. Several months ago, in response to this article about Host Analytics, I received a friendly note from former Siebel exec and now venture capitalist Bruce Cleveland saying roughly: “nice PR piece, but the Salesforce / Siebel disruption story is a misconception.”

So I was happy the other day to see that Bruce wrote up his thoughts in a Fortune article, Lessons from the Death of a Tech Giant. In addition, he posted some supplemental thoughts in a blog post Siebel vs. Salesforce: Lessons from the Death of a Tech Giant.

Since the premise for the article was Bruce gathering his thoughts for a guest-lecture at INSEAD, I thought — rather than weighing in with my own commentary — I’d ask a series of study guide style questions that MBA students pondering this example should consider:
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Are You Really Ready for Disruptive Innovation?

Are you prepared to ask, not tell?
Leaders must determine their openness to a quest, not a particular destination. Disruptive innovation is not born of a 50-page business plan churned out in a snazzy template. It starts with questions, not answers. The need for a high degree of customer involvement, rapid cycle experimentation and learning, means leaders must be prepared to sanction counter-cultural or even cannibalistic activities. Testing assumptions demands being okay with the possibility that they are, well, wrong. Team members need to ask customers for feedback on rough prototypes – anathema to many executives who want customers to see only perfect product. If the leadership team is not willing to risk failure, disruptive innovation is doomed.

Salesforce.com drives the search process by listening to customers’ direct feedback, collecting data on how they interact with products and services, and observing what they are talking about with one another. In many cases, the engagement approach is passive. Salesforce simply provides a platform for information sharing, resisting the temptation to jump into every conversation in response to different customer insights.

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Airbnb en Uber zetten stakeholder model op achterstand

De modellen van Airbnb en Uber hebben een sterke aantrekkingskracht op consumenten: lage prijzen, weg met de gevestigde orde en schijt aan regels of de omgeving. Beide bedrijven zijn disruptief, maar met hun strategie zetten ze een stap terug in moderne economische ontwikkeling. Ze kiezen niet voor het stakeholdersmodel waarbij oog is voor de balans tussen verschillende belangen, maar voor het oude vertrouwde shareholdermodel. Was die korte termijn graai-economie nu niet juist de ontstaansbasis voor de deeleconomie? En was de nieuwe prosument niet op zoek naar meer transparantie?

Uber en Airbnb, datadriven ondernemingen, zijn beiden te beschouwen als nieuwe bemiddelaars tussen klant en aanbieder. In deze nieuwe modellen, die door goeroes worden doodgeknuffeld, is het niet de klant, maar de aanbieder van diensten die bijdraagt aan de winst van beide megagroeiers.
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Disruption Data: The Collaborative Economy Enables P2P Commerce

Disruption Data: The Collaborative Economy Enables P2P Commerce. See these slides that show actual impacts to revenues from the P2P Economy.
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The Collaborative Economy Disrupts Revenue

The Collaborative Economy Disrupts Revenue | Creativity & Innovation  for success | Scoop.it

One of the central components making social media successful is its ability to share any content with one person or many. The propensity to share is overwhelming with an urgency that isn’t seen in any other kind of social interaction.
What is happening today is the ability to share across social media networks is rapidly evolving a new kind of commerce. Peer-to-peer and collaboration are redefining the business/customer relationship.
Jeremiah Owyang, Founder, Crowd Companies Council explains: “Ten years ago, we forecasted that social media would be disruptive to corporations. It was, but mainly to marketing functions, customer care, and corporate communications functions.
“Fast forward to today, using these technologies and mobile apps, we’re seeing the rise of people getting what they need from each other: They’re sharing homes, cars, rides, money, goods, and their time.

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Big Data in Social Media: Social Mining Part 2: Finding insight

Big Data in Social Media: Social Mining Part 2: Finding insight | Creativity & Innovation  for success | Scoop.it
In the first part of this series examining the role of Big Data in social media we looked at how it has the potential to transform customer insight. In this second part we are examining the methodologies that corporations can adopt in order to sift through the data and filter out vital content that will deliver commercial opportunities.

When the world is producing around 2.5 exabytes of data a day, pulling out elements of value suddenly make finding a needle in a haystack look strangely simple. However, Big Data is big money as evidenced by investments made by the big social networks such as Twitter who recently acquired Gnip and Facebook’s investing in Presto to gain the insights these businesses need to improve their services.
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Social Media Marketing Trends for 2015

Social Media Marketing Trends for 2015 | Creativity & Innovation  for success | Scoop.it
As we approach a new year in marketing, it is clear that corporations have continued to evolve their use of social media as a core component of their marketing toolset. And the market as a whole across the social media space is rising. According to figures from Statistica, by 2018 there will be 2.44 billion users of social media networks, up from 1.79 billion today.
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Even the Father of Disruption Thinks “Disruption” Has Become a Cliche

Clayton Christensen, the Harvard professor who coined the concept of disruptive innovation, and Jill Lepore, the Harvard professor who fears and loathes it, do not agree on much. If that weren’t clear enough from Lepore’s big New Yorker piece on “the gospel of disruption,” it’s abundantly so from Christensen’s response in an interview with Businessweek’s Drake Bennett.
Slipping into the third person for some reason, Christensen expresses outrage that Lepore would “try to discredit Clay Christensen, in a really mean way.” Mean is fine, he clarifies, “but in order to discredit me, Jill had to break all of the rules of scholarship that she accused me of breaking—in just egregious ways, truly egregious ways.” He goes on to call Lepore’s piece “a criminal act of dishonesty—at Harvard, of all places.” Of all places!

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The Disruption Machine - The New Yorker

The Disruption Machine - The New Yorker | Creativity & Innovation  for success | Scoop.it
In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do.
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Disruptive en ontwrichtende innovaties

Bedrijven bestaan steeds korter
Volgens het Verkenningsinstituut Nieuwe Technologie (VINT) van IT-dienstverlener Sogeti staan bedrijven in de toekomst gemiddeld nog maar 5 jaar op de beurs genoteerd. De omloopsnelheid van bedrijven die aan de Nederlandse AEX genoteerd zijn nam vanaf 1993 om de 10 jaar met zo’n 25 procent toe. In 2023 daalt een gemiddelde notering naar 25 jaar en in 2033 zou een bedrijf het nog maar 5 jaar op de beursvloer uithouden ‘als de trend zich doorzet’.
Deze trend is ook in Amerika zichtbaar. Was in 1958 een bedrijf gemiddeld 61 jaar aan de beurs genoteerd, in 1980 was deze tijd gedaald tot 25 jaar terwijl de periode nu 18 jaar is. Daarbij werd gekeken naar de S&P 500-index.
Naast een steeds kortere beursnotering, bestaan bedrijven ook steeds korter. Zo beschrijft Feser in zijn boek ‘Serial Innovators – Firms That Change the World’ dat de gemiddelde levenscyclus van een bedrijf tegenwoordig 15 jaar is, terwijl dat in 1955 nog 45 jaar was.
Volgens de onderzoekers van VINT is er wel onderscheid te maken tussen bedrijven die zijn ontstaan in het fysieke tijdperk (oude wereld) en organisaties die zijn opgericht in het digitale tijdperk (nieuwe wereld). De levensduur van laatstgenoemde is significant korter.
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Future Commuting: The Office Comes to You?

Future Commuting: The Office Comes to You? | Creativity & Innovation  for success | Scoop.it

Within a couple of decades, the traditional commute of driving your car to the downtown office will seem as remote as taking a horse-and-buggy to the telegraph station.
That’s the contention in this very cool web presentation by design company Ideo. Titled “Automobility,” the site is a multimedia, interactive tour of what city life might be like in 15 years or so. The site predicts self-driving cars and delivery trucks will come on the scene soon, followed by a third wave of change in which the office itself could become mobile.
In dense urban areas, self-driving cars will lock into a citywide grid system designed to make traffic flow with optimum efficiency. And since you won’t be driving, you’ll be more efficient as well. The interior design of cars will change so that each vehicle is a potential mini-office, with swiveling chairs and pop-up desks.
The site notes that the first instances of self-driving tech are already on the way. In 2015, Volvo cars will feature cruise control with steer assist, which will automatically follow the vehicle ahead if you’re stuck in traffic. By 2020, Nissan expects to sell vehicles with autonomous steering, braking, lane guidance, throttle, gear shifting and unoccupied self-parking.

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Beating brain tumours with a scorpion sting paint

Dealing with brain tumours can be tricky. Surgery is often the only way to remove the cancer, but the operations can be very difficult, requiring a steady hand and an expert eye to remove all of the tumour.
Dr Jim Olson, a paediatric oncologist and researcher at the Fred Hutchinson Cancer Research Centre in Seattle, has long been frustrated with the difficulties. He’s now helped develop a technique that could transform the way we fight tumours – all thanks to a scorpion’s sting.
Tumour Paint is a drug that attaches to tumour cells – and glows. This makes it a lot easier for surgeons to tell the difference between tumours and healthy cells. The paint is produced using peptides from the Deathstalker, a species of scorpion with a paralysing sting

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Pacific Cove's curator insight, December 18, 2014 6:17 AM

#BrainTumorThursday - Tumour Paint is a drug that attaches to tumour cells – and glows. This makes it a lot easier for surgeons to tell the difference between tumours and healthy cells. #BrainCancer #BrainTumor #BTSM 

Terry Hill's curator insight, December 28, 2014 12:00 PM

Now THIS is interesting! Let's see how soon physicians adopt, or not.

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5 Big Data Trends To Watch For In 2015

Used properly and analysed effectively, big data can give organisations customer and market insights that can be the difference between market leadership and business failure. Teradata has identified five key trends that are likely to emerge in 2015.

1. Connection analytics
2. The growth of the ‘discovery zone’
3. Improved access to big data
4. More efficient, automated data management and processing
5. The use of apps to gain customer insight

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Victor Alfonso's curator insight, December 14, 2014 10:10 PM

Big Data will continue to evolve at a rapid pace - here are a few trends to look out for in 2015. In my mind, more efficient and automated data management and processing capabilities is at the top of the list.

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Why should anyone care about disruptive innovation?

Why should anyone care about disruptive innovation? | Creativity & Innovation  for success | Scoop.it
Disruptive innovation is a term that may convey very different meanings. As a consequence, CEOs don’t always consider how disruptive innovation can help them transform their business, create new growth engines and develop a sustainable competitive advantage. More importantly, many decision-makers fail to understand that there’s no real alternative to disruptive innovation. The choice is between leading disruptive innovation or going bankrupt
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5 questions about where mobile is headed in 2015

5 questions about where mobile is headed in 2015 | Creativity & Innovation  for success | Scoop.it

Will I STILL have to pinch and zoom in 2015?
It amazes me that we’re still at a point where I can visit one of my favourite brands on a smartphone, and be horrified by the experience that I’m presented with. It makes me wonder if some Marketing Directors' think their mobile offering meets consumers expectations. The fact is it doesn’t! In one of our latest pieces of research 69% of people said visiting a non-optimised site was a frustrating experience. Perhaps more worryingly for brands was that 73% of the sample said they did not turn to an alternative device when faced with a non-mobile friendly site. In a world driven by conversions, this means your brand could be making it easy for your customers to turn to a competitor, and stay there.
Thankfully some advertisers are taking mobile seriously. In our most recent mobile audit we revealed that 90% of automotive brands had optimised their site for mobile. Advertisers that are behind the optimisation curve should be taking a leaf out of these champion brands books

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Zijn ritjes met Uber binnenkort gratis?

Zijn ritjes met Uber binnenkort gratis? | Creativity & Innovation  for success | Scoop.it
De tone of the top bij taxibedrijf Uber laat zien dat het bedrijf misschien op meer uit is dan alleen het omver werpen van de gevestigde taxi-business. Het bedrijf is niet alleen disruptief, maar geeft ook een geheel eigen invulling aan het concept ‘level playing field’ door bestaande regels bewust te overtreden. Het bedrijf is bovendien in staat om tijdens alle ritten chauffeurs en klanten te volgen en maakt hier ook gebruik van. Het privacybeleid van het bedrijf is pas op 18 november 2014 gepubliceerd – het bedrijf stelt dat deze altijd al van kracht is geweest zonder dat het document openbaar was. “Our policy has been communicated to all employees and contractors,” aldus Uber. Het bedrijf zegt dat het ongeoorloofd is voor alle medewerkers van het bedrijf om de ritgeschiedenis van gebruikers in te zien, “behalve voor legitieme zakelijke doeleinden”. Wat die legitieme redenen zijn, is niet duidelijk; de mogelijkheid om chauffeurs en klanten te volgen wordt binnen Uber God View genoemd. Ik denk niet dat het Uber te doen is om het veroveren van de mobiliteitsmarkt. Uber wil vat krijgen op onze mobiliteitsdata.
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The Collaborative Economy

The Collaborative Economy | Creativity & Innovation  for success | Scoop.it

How your corporation’s customers gain the goods and services they buy has radically shifted. The Internet delivered a completely new channel with m-commerce set to eclipse the massive rise of e-commerce. However, it’s social media that has had the most profound impact on how consumers relate to the brands they buy from, and how they leverage their social media networks in the purchase funnel.
The collaborative economy uses the concepts of crowd funding, the maker movement and the powerful recommendation economy to create a new ecosystem where the simple purchase of goods and services is being disrupted. Jeremiah Owyang calls this change the ‘collaborative economy’ stating that the crowd is becoming and behaving more like a company.

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Top 5 takeaways from the Definitive Guide to Social Customer Service

Here are my five top takeaways from the report—where I try to look a little more deeply at the underlying themes:
1. Accept that social customer service is broader than just marketing
The majority of companies are still guilty of seeing social customer service as an offshoot of their marketing activity.
2. Replying to social media posts is no longer just a job for your junior team
Building a successful, socially-savvy customer service team presents a number of unique challenges, as the public nature of social media leaves little room for error.
3. Listen to what is being said, don't just dictate the conversation
Social customer service comes into its own when meaningful, two-way dialogue takes place between companies and customers.
4. Social customer service is like any other customer service channel-it is measurable!
In the past, social customer service was new and relatively unknown. However, this mindset has changed and it is now essential for social customer service to be taken seriously. Therefore you must report on it seriously.
5. The future is the unknown…
The nature of social customer service means it is constantly changing. The one thing we can bank on is that social data, and the importance of real social identities that are interlocked with traditional CRM systems, are going to be more and more common.

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How Old Industries Become Young Again

When contemplating possible threats to their business, many executives worry about disruption. They see competitors with new technologies poised to capture their existing customers, and they know it’s better to be a disruptor than a disruptee. But disruption is often misunderstood. In fact, as New Yorker writer Jill Lepore points out (“The Disruption Machine,” June 23, 2014), many celebrated cases have been less disruptive than they were portrayed as being. What most industries experience as disruption is typically not a sudden change from one source, but the accumulated impact of a range of interacting factors. If you want to be prepared for disruption, it’s critical to understand the more gradual, prevalent, and multifaceted dynamic that underlies it: a phenomenon called dematurity.
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Disruption is a dumb buzzword. It's also an important concept

The "Innovator's Dilemma" Dilemma

A disruptive innovation, as Christensen defined it, is a new technology that's simpler, cheaper, and — at least initially — lower-quality than the one that came before it. Early PCs were a lot less powerful than the mainframes that were already on the market. Early news websites were markedly inferior to the New York Times. Yet the low cost of these technologies lowered the barrier to entry, permitting a faster pace of innovation. And so over time they've narrowed the gap with incumbent products. In many cases, disruptive firms have driven their older rivals into bankruptcy.

One of the big problems with the theory of disruptive innovation is that its originator, Clay Christensen, faced a conflict of interest that we might call the "Innovator's Dilemma" Dilemma. In the introduction to his 1997 book, Christensen wrote that "colleagues who have read my academic papers reporting the findings recounted in chapters 1 through 4 were struck by their near-fatalism." Over and over again, the book described how businesses tried and failed to cope with the problem of disruptive innovation
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In Defense of the Theory of Disruptive Innovation

 

Jill Lepore’s recently published argument against disruptive innovation theory is undermined by her failure to grasp three facts, according to Deloitte Services LLP director Michael Raynor.

Clayton Christensen’s theory of disruptive innovation made its big debut in a 1995 Harvard Business Review article called “Disruptive Technologies: Catching the Wave.”⊃1; His foundational work on the theory of disruptive innovation, “The Innovator’s Dilemma,” took off in 1999 when Andy Grove, then CEO of Intel, appeared next to Christensen on the cover of Forbes. Consonance between disruptive innovation and the dot-com boom made the concepts, and Christensen, part of the business community’s zeitgeist.

(Full disclosure: I worked with Christensen closely for the first time as a participant in a doctoral seminar he led. In 2002, he asked me to collaborate with him on “The Innovator’s Solution,” the follow-up to “The Innovator’s Dilemma,” published in 1997.)

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De klant als aanjager van innovatie

De klant als aanjager van innovatie | Creativity & Innovation  for success | Scoop.it
Waarom mislukken zoveel innovaties?
Het antwoord is niet zo eenvoudig als het misschien lijkt, want er kunnen tal van oorzaken zijn. Vanuit klantperspectief mislukken veel innovaties simpelweg omdat ze onvoldoende aansluiten op de behoeftes van de klant. Dit blijkt uit grootschalig onderzoek van Everett M. Rogers over de diffusies van innovaties. Uit ander onderzoek komt naar voren dat het voordeel voor de klant, om allerlei psychologische redenen, gemiddeld negen keer groter moet zijn dan het door de klant gepercipieerde nadeel van het overstappen op een nieuwigheid. Ook een te lange time-to-market en verkeerde prijsstellingen zijn belangrijke redenen waarom nieuwe producten en diensten niet succesvol zijn. Dit is opvallend omdat juist dit zaken zijn die voor een groot deel zijn te voorkomen door goed te kijken en te luisteren naar de klant. Het gaat niet alleen om het innovatieve idee, maar ook of de klant erop zit te wachten en bereid is er voor te betalen.
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