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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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Rescooped by Robin Martin from ❤ Social Media Art ❤
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Social Media News | Crazy Dreamers Do Change the World

Social Media News | Crazy Dreamers Do Change the World | "IN-novation" | Scoop.it

Via Susan Kay Daniels
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Robin Martin's comment, April 2, 2013 1:58 PM
Wow...thanks for the heads-up Al..! The page must be down...?
Susan Kay Daniels's comment, April 12, 2013 7:28 PM
My site is indeed down and as fate would have it, I am only just now getting it back online. I'm new to CPanel and WHM and I actually over wrote my own site with something else. I do have back up so all is not lost. I am so sorry to those who went there expecting to see something LOL! I think we've all had those "push the wrong button at the wrong time" moments. Mine just happen to be more over than others :) <3
Susan Kay Daniels's comment, April 12, 2013 7:29 PM
You can still contact me on Facebook at http://facebook.com/susandaniels.me
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
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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

 

 


Via Deb Nystrom, REVELN
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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.

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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


Via Deb Nystrom, REVELN
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