"IN-novation"
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"IN-novation"
Just "IN" or has it been around and we've just given it a name?
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Three Critical Innovation Roles: Broker, Role Model, Risk-Taker

Three Critical Innovation Roles:  Broker, Role Model, Risk-Taker | "IN-novation" | Scoop.it

Innovation comes from informal key leadership roles. Brokers, Role Models and Risk-takers are the engine of innovation cultures.


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Robin Martin's comment, August 6, 2013 1:39 PM
Thanks for sharing!
Stephane Bilodeau's curator insight, August 10, 2013 9:14 AM

"You won’t find these functions described in job descriptions, nor will you find someone with a title like “risk-taker.”  You won’t find these roles being incentivized, or formally evaluated or even recognized, as a rule.   Like many aspects of an innovation culture, they happen – serendipitously – or they don’t.  And because the roles are elusive and difficult to measure, they can go unappreciated and unnoticed.  And then they gradually fade away.

 

But if you look hard in your organization, trust your own judgment, and use your best observational skills, you can find, nurture, and acknowledge these key individuals and keep their critical skill sets alive . . . and growing."

Pascal Hoguet's curator insight, August 12, 2013 3:13 PM

Des rôles clés, facteurs de succès pour favoriser l'innovation dans une organisation.

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Creativity Requires A Culture That Respects Effort And Failure

Creativity Requires A Culture That Respects Effort And Failure | "IN-novation" | Scoop.it

As business continues to drive positive change in the world, creativity is an increasingly essential part of organizational success. Encouraging creativity is a vital function of good leadership in any organization.

Recent trends affirm the need and desire for creativity in the workplace.  More and more, creativity is becoming part of job descriptions. Many of our largest companies – including Google, 3M and DuPont – expect their workers to spend as much as 20% of their time thinking creatively about new business opportunities.


Survey data from employers showcases the desire for creativity from employees. IBM asked 1500 CEOs to list the most important leadership characteristics, and creativity was ranked higher than integrity, intelligence, and a global mindset.


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Jesús Octavio Elizondo's curator insight, March 21, 2013 11:22 AM

Falure is a Tabu in our mind set

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Getting the Balance Right: The innovation ecosystem, Infographic

Getting the Balance Right:  The innovation ecosystem, Infographic | "IN-novation" | Scoop.it

"The right innovation mix, core, adjacent, and transformational  depends on your business and your needs."

 

Excerpted:

 

There are three main components of an organisation’s innovation ecosystem. Getting the balance right between these three components is crucial:

   

1) Balance/Mix of innovation types

  

2) Structure (process, capabilities, culture, funding)

   

3) Metrics & tracking

 

Core innovation is the largest amount of effort (70%) ...typically more incremental improvements

  

Adjacent innovation, riskier.  can involve taking existing products to new markets or, more commonly, developing value-add products or services to existing core     Transformational innovation, highest risk - new products and services, new markets – big changes to the business

 

Read the full article here.


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7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story

7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story | "IN-novation" | Scoop.it

"Most companies fail to unleash their most valuable resources: human creativity, imagination, and original thinking. They lack a systematic approach to building a culture of innovation, and then wonder why they keep getting beaten to the punch."

 

Josh speaks from tested experience.  His 7 steps include:

 

1. Fuel Passion

2. Celebrate Ideas

3. Foster Autonomy

4. Encourage Courage

 

Josh Linkner is a five-time entrepreneur, venture capitalist, professor, and The New York Times best-selling author of Disciplined Dreaming – A Proven System to Drive Breakthrough Creativity. You can read more about him at www.JoshLinkner.com.


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Finding Innovation Help Next Door, Even in your Past, Forgotten Experience | Innovation Excellence |

Finding Innovation Help Next Door, Even in your Past, Forgotten Experience | Innovation Excellence | | "IN-novation" | Scoop.it

Great examples of ways to cultivate innovation - other companies in other industries, other verticals:  “Who else has solved a similar problem?”

 

A medical device company that made angioplasty equipment wanted to create a computer simulation that would predict how the “balloon” would expand.

 

Where did they turn for an accurate computer model?

 

In the past, they worked with car manufacturers and built statistical models that simulated the expansion and contraction of airbags. This proved to be a wildly accurate way of predicting how a balloon catheter would operate.

 

When you are working on your next business challenge, ask yourself:

“Who else has solved a similar problem?”

 

In doing so, you might significantly accelerate your innovation effort.

 

Blog author Stephen Shapiro is the author of five books including “Best Practices Are Stupid” and “Personality Poker” (both published by Penguin). 


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Open Innovation & Organizational Boundaries, in Institutions, Will it Blend? — HBS Working Knowledge

Open Innovation & Organizational Boundaries, in Institutions, Will it Blend? — HBS Working Knowledge | "IN-novation" | Scoop.it
Open innovation, enabled by low-cost communication and the decreased costs of memory and computation, has transformed markets and social relations.

 

As the authors illustrate, it will be challenging to manage contrasting modes of innovation, and that is exactly what is needed in organizations that expect to innovate and are systemically, culturally, not set up to help this happen. 

 

 

Excerpts:

Open innovation, in contrast to firm-centered innovation, is radically decentralized, peer based, and includes intrinsic and pro-social motives.

 

The authors of this working paper use in-depth examples from Apple, NASA, and Lego to argue that open innovation will at least complement, if not increasingly substitute for, more traditional innovation modes.

 

This is within the contexts of increasing modularity and decreased communication costs.   (DN:  Just look at digital communication today.  Think ahead 4 months to 1 year of what's next.)

 

Emerging theories must be informed by these contrasting innovation modes and the implications for governance, incentives, intellectual property, managerial choice, professional and organizational identity, and organizational cultures.

 

Key concepts include:

 

Leaders and senior teams can take advantage of contrasting innovation modes, paradoxical organizational requirements, and associated dynamic boundaries.

.

Leaders need to execute strategic choices with the systems, structures, incentives, cultures, and boundaries tailored to open and firm-based innovation modes. . Multiple types of boundaries will increasingly be employed to manage innovation, from traditional to complex intra firm boundaries (such as ambidextrous designs), to webs of interdependence with partners and potentially anonymous communities. . Senior teams must build their capabilities to deal with contradictions as well as their organization's ability to embrance contradictions.  

 

A link to the full working paper, downloadable by Assistant Professor, Karim R. Lakhani & colleague is here.

 

Source:  Karim R. Lakhani is an assistant professor in the Technology and Operations Management unit at Harvard Business School.  

 

This link was also recommended by Jeffrey DeGraff at the University of Michigan Ross School of Business, and I also think it's right on, even if the language is quite academic.  It will make you think about your institutional systems, and refresh your vocabulary.    ~  Deb


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Tina Brown and Björk, Sisters of Innovation - Get ready for the True Digital Natives.

Tina Brown and Björk, Sisters of Innovation - Get ready for the True Digital Natives. | "IN-novation" | Scoop.it

"Björk and Tina Brown have many differences but one common problem: They are watching the boat beneath them sink. Innovation is a strong option out of a death spiral."

 

The helpful piece by Mr. McCracken mirrors the blend of the real and virtual as Bob Johansen, futurist, covered so well in the middle keynote of the ACMP 2012 conference I attended in Las Vegas this past week.  (The Association of Change Management Professionals.)

 

Seeing babies interact with the iPad, then attempt to interact with magazines in the same way (it's broken), was one of the most compelling of Johansen's keynote elements and points about the real digital natives (less than 16 years of age.)  

 

I want to try the same experiment with babies near me, and expect the same result.

 

Bob Johansen's book is a compelling read, on the iPad it will be, for me.  Bob spoke on the topic:  Leaders Make the Future: Ten New Leadership Skills for an Uncertain Age

 

Excerpted from Grant McCracken's post today:

 

Björk and Tina Brown have many differences but one common problem: They are watching the boat beneath them sink. Their print and music industries are being disintermediated by the digital revolution. They are struggling to respond to the blue-ocean and white-space and black-swan disruption that besets us all.

 

Brown and Björk had enough altitude to glide to career's end.  [Their] experiments may not save them (or us). But they've given us cultural innovations of some interest. And daring.

 

Björk's Biophilia isn't just an album. It's an app. We open it to discover a jewel-like universe, a 3D model of galaxies in space. As we spin these, we discover hot spots. And when we investigate them, music begins to play. The music of the spheres has come unto the iPad.

 

Björk and Brown are forcing their way out of old models into promising new ground. 

 

Harvard Business Review blog author: Grant McCracken is a research affiliate at MIT and the author of Chief Culture Officer. His most recent book, Culturematic, is forthcoming this May from Harvard Business Review Press.

 

Photo credit: Bjork, by Vivi Gondek via Flickr


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Making open innovation work for companies and contributors, TopCoder and InnoCentive

Making open innovation work for companies and contributors, TopCoder and InnoCentive | "IN-novation" | Scoop.it

"...even though we champion the garage inventor--most of [the innovations that we were chronicling] happened in seclusion or in the confines of an organization."

 

It's exciting to see alternatives to the traditional innovation model of an R&D group that gets together in a lab...

 

Excerpted:

...the [innovation] model is changing. More ideas, more products, and more projects are being developed openly, and different ways of collaborating are emerging. TopCoder and InnoCentive are two companies, both now ten years old, that are making that happen.

 

TopCoder believes that connecting people who have ideas with people who can implement them is a better approach to innovation.

 

Anyone can be a member, so anyone can contribute--all you have to do is register. The community now has nearly 400,000 members. They host competitions for programming as well as design and creative, development, and assembly competitions.

 

InnoCentive was founded to remedy the institutional innovation problem. It began with seed funding from Eli Lilly, which recognized the rising cost of innovation, particularly in pharmaceuticals, and took the initiative to look for a better way to innovate.

 

They now work in industries from chemicals to aeronautics. Likewise, InnoCentive awards are given in a broader range than TopCoder, with challenges that range from chemistry and statistics to business and agriculture.

 

Each of these approaches to open innovation gives companies unprecedented power by connecting them to innovators around the world in near-real-time.

 

Source:  Opensource.com


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How Schools Can Teach Innovation | Wall St. Journal

How Schools Can Teach Innovation | Wall St. Journal | "IN-novation" | Scoop.it

Changing education & best practice:  Results from systemic interviews focused on young Americans is that they learn how to innovate most often despite their schooling—not because of it.  

Excerpted, by Tony Wagner

In most high-school and college classes, failure is penalized. But without trial and error, there is no innovation.

Amanda Alonzo, a 32-year-old teacher at Lynbrook High School in San Jose, Calif., who has mentored two Intel Science Prize finalists and 10 semifinalists in the last two years—more than any other public school science teacher in the U.S.—told me, "One of the most important things I have to teach my students is that when you fail, you are learning." Students gain lasting self-confidence not by being protected from failure but by learning that they can survive it. 


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Leading in a VUCA world

Leading in a VUCA world | "IN-novation" | Scoop.it

"How’s your leadership working on in your VUCA world (Volatile, uncertain, complex and ambiguous)? "

 

Liz Guthridge has written a great post on leading in a VUCA world; VCUA stands for volatile, uncertain, complex and ambiguous, a term coined by the US Army War College in the weeks before September 11, 2001.  

 

Liz & I discussed the need for collaboration and community across disciplines to succeed in a VUCA world in connection with our recent panel + Open Space presentation we did for a global change conference.

 

__________________________

 

VUCA can provide threats [and] offer opportunities, especially if you translate VUCA as “vision, understanding, clarity and agility.” ~ Dr. Bob Johansen

__________________________

 

Here are some excerpts of her take on the insightful presentation by one of our keynote presenters:

 

"Leading in a VUCA world" is a popular phrase with Bob Johansen, a distinguished fellow and former president of Institute for the Future.

 

According to Dr. Johansen, who shared his 2020 forecast at the Association of Change Management Professionals global conference this week, our VUCA world is not going away. In fact it’s just going to spin faster during the next decade.

 

In his talk “External Future Forces That Will Disrupt the Practice of Change Management,” Dr. Johansen noted that VUCA is not necessarily doom and gloom. While VUCA can provide threats, it also can offer opportunities, especially if you translate VUCA as “vision, understanding, clarity and agility.”

 

As for his two big 2022 predictions for organizational change agents, they are:

 

1. “The digital natives (now 16 years or younger) will create new practices to make change through gaming.” (The other key phrase besides gaming in this sentence is “make.” Dr. Johansen predicts that a culture of makers will drive the next generation of change. And as a result, leaders need to show the “maker instinct” trait.)

 

2. “Reciprocity-based innovation will focus on the economic, social and psychological value of reciprocity.” (Two important traits for leaders are smart-mob organizing and commons creating. Think Creative Commons.)

 

Dr. Johansen challenged the 825 of us in attendance to figure out how to help people and organizations adapt to these changes and others.

 

To do this, we should watch our terms and our questions.  Read Liz's full post here.


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Tom Hood's curator insight, April 6, 2013 5:16 PM

We just covered this in our townhall this past Monday. Arelene Thomas (AICPA/CGMA) talked about VUCA related to CPAs in Biz/Industry.


VUCA can provide threats [and] offer opportunities, especially if you translate VUCA as “vision, understanding, clarity and agility.” ~ Dr. Bob Johansen

Ivon Prefontaine's curator insight, April 6, 2013 5:26 PM

We need to consider VUCA

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How to Build the 100-Year Company - Michigan Steelcase, Ideas & Endless Innovation

How to Build the 100-Year Company - Michigan Steelcase, Ideas  &  Endless Innovation | "IN-novation" | Scoop.it

"Steelcase, the long-time maker of innovative workplace furniture, celebrated its 100th anniversary this year, and defines itself not as an office furniture company, rather as a company of ideas."

 

Catch a company that does it right.  Besides IBM and several other rare centarians, Steelcase stands out, in Michigan, in particular.

 

Excerpted:

 

The 100-year company is the rarest of all organizations in Corporate America – a survivor of multiple business cycles, the appearance of radically disruptive technologies and the changing tastes of entirely different generations.

 

In Michigan. Steelcase, doesn't define itself as an office furniture company, but rather, as a company of ideas:

 

______________________________

 

"Companies don't survive for a century, ideas do."

______________________________

 

(Fittingly, Steelcase is a sponsor of the TED Conference). The company, which began by making steel metal wastebaskets back in 1912, thrived during the great post-war Baby Boomer work generation that saw the transition to fixed workplaces and the rise of the modern cubicle worker.

 

Jim Hackett, the CEO of Steelcase, uses a deceptively simple idea to guide the company in this transition to a new mobile economy. He refers to this Big Idea as the movement from the "I/Fixed" paradigm to the "We/Mobile" paradigm.

 

______________________________

 

Steelcase is no longer selling products, it is selling experiences.

______________________________

 

Companies are shifting away from fixed office environments to mobile, collaborative workforces and flexible workspace arrangements that go beyond desks and chairs.

 

One of the company's recently launched product lines is media:scape, which is essentially a blend of furniture and technology to create collaborative workplace environments. At a certain level, Steelcase is no longer selling products, it is selling experiences.

 

______________________________

 

how [will] mobile change everything about your industry?

______________________________

 

So how do you build the next 100-year company? You first need to ask yourself how the ascendance of mobile will change everything about your industry.

 

Just as Steelcase got its start making metal wastebaskets, the next 100-year-company may be currently engaged in the creation of something so mundane, yet so practical, that we may not know how to recognize it yet as a future innovator.

 

Read the full post here.


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Here Come The Intrapreneurs - Forbes

Here Come The Intrapreneurs - Forbes | "IN-novation" | Scoop.it

"There is a third way, and it's called being an intrapreneur."

 

Yes, you can innovate from the inside, but as in many organizations, it depends on culture, climate, placement, experience, network, and many other factors.

 

___________________________

 

a large organization that becomes complacent and loses sight of the benefits of having an entrepreneurial streak built into their massive global systems can find themselves disrupted in short order. ~ David Armano

___________________________

 

Here's a recent Forbes interview take on an older idea, intrapreneuring, that has been around awhile.  It's always worth a look, if it might tip the scales in favor of your organization being more intrapreneurial.

 

Excerpted:

 

From the full post by David Armano, executive VP, Global Innovation & Integration at Edelman.

 

while entrepreneurialism seems to be enjoying a golden age of sorts, it isn’t for everyone.

 

An intrapreneur is someone who has an entrepreneurial streak in his or her DNA, but chooses to align his or her talents with a large organization in place of creating his or her own.

 

...several years ago when I struck up a conversation with an older gentleman at a train station and I described what I did for a living, he said something I’ll never forget: “Oh, you’re an intrapreneur–so was I.”

 

...Some of my peers who are doing work in the social business industry also are intrapreneurs whether they suspect it or not:  

Scott Monty of Ford,  Ekaterina Walter of Intel,  Richard Binhammer of Dell,  Pete Blackshaw of Nestlé,  Bonin Bough of Kraft and  Frank Eliason of Citi, to name a few.

 

The start-up community has successfully demonstrated that the modern world needs entrepreneurs.

 

But this only makes intrapreneurs more critical, because in a world filled with fast-moving change, a large organization that becomes complacent and loses sight of the benefits of having an entrepreneurial streak built into their massive global systems can find themselves disrupted in short order.

 

This is where intrapreneurs come in handy. Smart organizations will seek out individuals who like to invent, innovate and want to be on the front lines of change. 

 


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Embedding Innovation in Organizational DNA

Embedding Innovation in Organizational DNA | "IN-novation" | Scoop.it

What company today doesn’t put innovation at the top of the agenda? Yet how many companies have devoted the energy and resources it takes to build innovation into the values, processes, and practices that rule everyday activity and behavior? Not many, as was argued when the author launched the Innovating Innovation Challenge in October.

 

That disconnect isn’t due to lack of human ingenuity or resources. It’s a product of organizational DNA. Productivity, predictability, and alignment are embedded in the marrow of our management systems.

 

Experimentation, risk-taking, and variety are the enemy of the efficiency machine that is the “modern” corporation. Of course, it’s variety (and the daring to be different) that produces game-changing innovation.


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Moving at the Speed of Creativity - Leading a Culture of Innovation by Sir Ken Robinson

Moving at the Speed of Creativity - Leading a Culture of Innovation by Sir Ken Robinson | "IN-novation" | Scoop.it

Ken Robinson’s TED talk has now been viewed over 216 million times

 

Read more:

http://www.speedofcreativity.org/2012/11/13/leading-a-culture-of-innovation-by-sir-ken-robinson-sirkenrobinson-socf12/

 

 


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Getting the Balance Right: The innovation ecosystem, Infographic

Getting the Balance Right:  The innovation ecosystem, Infographic | "IN-novation" | Scoop.it

"The right innovation mix, core, adjacent, and transformational  depends on your business and your needs."

 

Excerpted:

 

There are three main components of an organisation’s innovation ecosystem. Getting the balance right between these three components is crucial:

   

1) Balance/Mix of innovation types

  

2) Structure (process, capabilities, culture, funding)

   

3) Metrics & tracking

 

Core innovation is the largest amount of effort (70%) ...typically more incremental improvements

  

Adjacent innovation, riskier.  can involve taking existing products to new markets or, more commonly, developing value-add products or services to existing core   Transformational innovation, highest risk - new products and services, new markets – big changes to the business

 

Read the full article here.


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Talent is irrelevant ? (and so 1971 ) What makes for a talented group and innovative result?

Talent is irrelevant ? (and so 1971 ) What makes for a talented group and innovative result? | "IN-novation" | Scoop.it

At least, the author admits, talent is less relevant TODAY in this blog post:

 

Less work is being done by individuals and more work is being done by groups.  Nobel prizes are increasingly awarded to multiple individuals, research papers increasingly cite numerous individuals Inside our organizations more projects and objectives are anchored to groups of people.  ==

Individual ability / competence / talent are one variable among many in the equation. Putting a group of talented individuals at a table together does not make a talented group.

 

Relational skills, communication skills, empathy, flexibility…all of these are part of the equation as well.  And so is diversity.

 

Very likely our three most wasted assets inside the organization are knowledge, perspectives and heuristics…the stuff inside a persons brain, the mash up of their identity and experience.

 

When you bring a group together to do serious work, the bigger your aggregate collection of knowledge, perspectives and heuristics is, the more likely you are to have access to the tools necessary to generate an optimal result and the less likely you are to be limited and compromised by shared blind spots.


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Can you Disrupt Your Own Culture Structure? | Four Key Innovation Contradictions

Can you Disrupt Your Own Culture Structure? | Four Key Innovation Contradictions | "IN-novation" | Scoop.it

Innovation is fraught with contradictions.  Is there room for innovation's natural contradictions in your organization culture?  

 

A handy indicator is looking at your organization's people policies (HR) as a quick capacity test. 

 

Four Key Innovation Contradictions excerpted, Innovation Excellence:

 

1) Innovation requires a business to embrace processes and methods that are far different from the efficient, effective processes that sustain short term profitability. Innovation creates new, risky, uncertain concepts that will pay off in quarters if not years.

 

2) While executives want innovation, they don’t want the disruption or investment strain required which creates dissonance in the teams that are actively trying to do interesting innovation work, and leads to confusion and then cynicism.


3) Transparency, visibility and commitment are key. Doing innovation work is tough, and doing it without the full support of the senior team, constantly demonstrated, means that many innovators have far fewer resources than they need.

 

4) The contradiction between what we TELL people to do and what we PAY people to do when we do nothing [or too little] to change how these individuals are evaluated, compensated and rewarded. 


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Creating your Own Luck to Build a Successful Innovation Culture, the Innovator's Mindset

Creating your Own Luck to Build a Successful Innovation Culture, the Innovator's Mindset | "IN-novation" | Scoop.it

"Is it a mindset of creating your own luck that sets innovative organizations apart?"

 

Do the featured characteristics of innovative cultures in organizations follow the make-your-own-luck characteristics listed in this article?   See if you agree that it's about having a certain mindset translated to culture:

 

Excerpted:

 

...Having a positive, innovator’s mindset actually CREATES success, and luck.

 

In The Luck Factor (Miramax, 2003) professor Richard Wiseman, from the University of Hertfordshire, details his research providing the following insight – Luck (or success) comes to those who embrace and embody four essential principles:

 

‣ Creating luck by noticing and acting on opportunities,
‣ Expecting that one can create luck through perseverance,
‣ Making decisions which are informed by the well honed intuition, and
‣ Resisting the negative by finding and even creating the bright side of every situation

 

The post author, Bradley Bendle, also cites several other recent innovation books including a model from Andy Stefanovich in Look at More (Jossey-Bass, 2011) and his five M’s framework (Mood, Mindset, Mechanisms, Measurement, Momentum.)

 

Like other posts on his site, the post is rich in citations plus the author's own spin and distillation based on his innovation readings including his view of the Innovator’s Mindset as being comprised of following six reinforcing domains:

 

1) Alertness
2) Curiousness
3) Willingness
4) Joy
5) Desire
6) Drive

 

 


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Google: Project Glass taken out for test run by Google co-founder: Report & Charming Video

Google: Project Glass taken out for test run by Google co-founder: Report & Charming Video | "IN-novation" | Scoop.it

"The Google Glasses are real!"  Project Glass, augmented reality lenses from Google, is already being tested by Google employees, including company co-founder Sergei Brin.

 

This video is already making the rounds on Facebook among my friends.  I wanted to share it here, as it foreshadows social media ease/connection.  

 

It is also spot on for a precursor of 10 year trend forecasting by Bob Johanssen that allows for virtual/digital alteration of your space, via the ACMP 2012 global change conference, and is representative, I think, of Google media relationship charm.

 

Excerpted:

 

This week Google officially confirmed the existence of Project Glass, a prototype pair of augmented reality goggles, which will allow users to see maps and chats and take photographs or notes without once reaching down for their smart phones.

 

"The Google Glasses are real!" popular blogger, Robert Scoble wrote in the Twitter message. Later he added that the goggles "look very light weight. Not much different than a regular set of glasses."

 

To view the charming, short video Google Glasses (complete with a sweet ukelele finale), go here.

 

Photo credit:  A screenshot from a Google video promoting Project Glass, a new augmented reality device from the team at Mountain View. - Google


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Big Companies Need Small Companies in their Open Innovation Ecosystems

Big Companies Need Small Companies in their Open Innovation Ecosystems | "IN-novation" | Scoop.it

Matching to Innovate:  Small companies often are at the leading edge of breakthrough or disruptive innovation, and need the resources the larger company can provide.

 

This rings so true.  The magic is in the matching the small with the big, so both will benefit.

 

Excerpted:  Breakthrough innovation – that is, innovation with potential to be a real game changer – can be exceedingly hard to achieve in a large, bureaucratic organization where people work in silos, have their own turf to protect and are wedded to the status quo.


Small companies can take risks that large companies can’t afford to take because the bigger entities have to protect and defend their established core business operations.  (DN:  I have als0 been reading and curating examples of larger companies cannibalizing their core operations to fund new ventures & innovations, so the examples are out there, especially in the fringes of big company ventures.)

 

The price of failure for the small, agile start-up is significantly less than that of a large corporation. At this level people tend to embrace risk, while the larger companies may have cultures that don’t support risk taking at all.


Smaller companies are often closer to the markets they serve than large corporations are to their markets. As a result, small companies can be effective in helping large companies obtain a better grasp of changing needs within a market and better insights into innovations that might meet those needs. Smaller companies may also have developed ties with sub-markets that corporations have not been able to reach. This again offers more opportunities for innovation.


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The 12 Masters of Innovation - Perspectives, Slideshare, Harvard Business Review

The 12 Masters of Innovation - Perspectives, Slideshare, Harvard Business Review | "IN-novation" | Scoop.it

Worth a good look on leadership in innovation.

 

Some of who are listed include these educators:

 

Steve Blank, a seasoned entrepreneur who lectures at Berkeley and Stanford

His most important innovation lesson:

A startup is a "temporary organization searching for a repeatable and scalable business model"—a structured search process maximizes your chances of success. If you read one book, read: The Four Steps to the Epiphany (Cafepress.com, 2005)

 

Clayton Christensen, Harvard Business School professor and Innosight co-founder.
His most important innovation lesson:

Doing everything right can leave a successful organization susceptible to attack from a disruptive innovator who changes the game with a simple, accessible, or affordable solution. If you read one book, read: The Innovator's Solution (with Michael Raynor; Harvard Business Review Press, 2003)

 

Peter Drucker, legendary management guru and long-time professor at the Claremont Graduate University His most important innovation lesson: "The customer rarely buys what the company thinks it is selling him." Companies need to take a customer-first perspective to succeed with innovation. If you read one book, read: Innovation and Entrepreneurship (originally published in 1985)

 

 


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Why Innovation Dies - A University Example of Structure Gone Bad - Forbes

Why Innovation Dies - A University Example of Structure Gone Bad - Forbes | "IN-novation" | Scoop.it

The classic mistakes made in dealing with disruption are here:  a new administrative lead role (a dean),  policy teams, committees, and implementation plan.

 

"...the minute the memo started talking about a Policy Team developing detailed implementation plans, it was all over."

 

Have you been there?  How did it turn out for you?


...Any possibility for innovation dies when a company forms a committee for an “overarching strategy.”

 

This insightful article by Steve Blank, mirrors what's I've read about and seen time and time again in decisive actions taken by executives and in large institutions.

 

Excerpted:

 

Lessons Learned

Innovation in New Markets do not come from “overarching strategies” It comes out of opportunity, chaos and rapid experimentation Solutions are found by betting on a portfolio of low-cost experiments The road for innovation does not go through committee

One useful purpose a university committee could have had was figuring out what the goal of going online was.  [The example in the article is education based.]

 

__________________________

 

...it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
__________________________

 

...the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.

 

By:  Steve Blank, author, teacher of entrepreneurship and consultant who has reshaped how startups are created. He is coauthor of the recently published, The Startup Owner’s Manual (K&S Ranch, 2012).


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Improvisation May Be the Key to Successfully Managing Change, MIT

Improvisation May Be the Key to Successfully Managing Change, MIT | "IN-novation" | Scoop.it

"Key attributes for almost any organization, and SO CHALLENGING to implement: agility , flexibility, improvisation – a company’s ability to quickly change is crucial to its long-term success."

 

 MIT's Leadership Center weighs in via an article by professor Wanda J. Orlikowski that equates a successful company to an orchestra.   Yes, I've heard this before.  Benjamin Zander is quite compelling in his leadership videos on this very note, pun intended.

 

_______________________________

 

...to allow for improvisation, CEOs need to release some control and allow employees to experiment.
_______________________________

 

What is helpful in the article is yet another example of "letting go" as in, "sometimes, however, the conductor needs to let go and let its skilled and creative musicians lead."  Well now, MIT, yes.  And Orpheus, the conductor-less orchestra, has taught us as much.  Releasing "some control" as quoted below, is the magic sauce, in my opinion, and adding in some feedback and perspective, on lessons learned, is a part of it.

 

_______________________________

 

"sometimes, however, the conductor needs to let go and let its skilled and creative musicians lead."

 

Yes, Orpheus, the conductor-less orchestra, has taught us as much. 

 

_______________________________

 

It is always, helpful, however to review suggestions for how to create and sustain an agile, flexible, improvisational culture.  

 

Here are Orlikowski's tips for creating such an organization, excerpted:

 

Plan to improvise - sometimes you can anticipate change, and if you can do that, you should plan to address that change in a flexible way Adapt when you cannot foresee – as business rules are changing, adapt and test on a smaller, departmental scale before making company-wide changes Create a learning environment – encourage communication between your employees in different locations and departments, push everyone to learn from each other Encourage flexibility – to allow for improvisation, CEOs need to release some control and allow employees to experiment Improvise today for success tomorrow – create a culture of experimentation and improvisation even when you’re not experiencing extreme change in practice for when you do need to change

 

 

A companion article and video to this one is how Asst. Professor Steve Leybourne, Boston University experiences improv connected with the finance industry, creating a model and citing risk, reward in managers who surreptitiously improvise.   In his video, you'll see evidence of the "let go of micromanaging" and still how it is tentative in corporate culture.  It seems we have a long way to go to let go, but writing about those who research it is a start.  

 

Source:  http://www.scoop.it/t/innovation-institutions-will-it-blend/p/1715217458/moving-beyond-surreptitious-manager-improv-risk-reward-emerging-best-practice-in-your-org-steve-leybourne

 

What is your experience with creating a culture that is agile , flexible, and especially improvisational?

 

 

Photo credit:   ePi.Longo  Article source:  Chief Executive Magazine


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Faster and more creative when solving OTHER people's problems

Faster and more creative when solving OTHER people's problems | "IN-novation" | Scoop.it
Recent research reveals that people are more capable of mental novelty when thinking on behalf of others than for themselves.

 

Great piece on enriching the field of view and other perspectives, something we also encourage in executive coaching.  

 

________________________

 

...abstract thinking leads to greater creativity. ...But in our businesses and our lives, we often do the opposite.

________________________

 

Excerpts:

 

Over the years, social scientists have found that abstract thinking leads to greater creativity. That means that if we care about innovation we need to be more abstract and therefore more distant. But in our businesses and our lives, we often do the opposite. We intensify our focus rather than widen our view. We draw closer rather than step back.

 

That's a mistake, Polman and Emich suggest. "That decisions for others are more creative than decisions for the self... should prove of considerable interest to negotiators, managers, product designers, marketers and advertisers, among many others," they write.

 

Dan Pink's suggestions, excerpted:

  

• Recruit more independent directors.   Begin with corporate governance. 

~ having independent directors on the boards of public companies. 

 

• Rethink the structure of your firm.

Perhaps loose alliances of distantly connected people

 

• Harness the power of peers.

....assemble a small group of peers – all from different industries – and gather periodically to exchange ideas and offer solutions from new perspectives.

 

• Find a problem-swapping partner.

Find a friend or colleague with whom you can occasionally swap problems...

 

• Disasssociate yourself.

Imagine you're doing it for someone else...

 

Full article here


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