"IN-novation"
Follow
Find
811 views | +0 today
"IN-novation"
Just "IN" or has it been around and we've just given it a name?
Curated by Robin Martin
Your new post is loading...
Your new post is loading...
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

Why Change is [very] Good for Education > Innovation in Platforms & Community Sharing

Why Change is [very] Good for Education > Innovation in Platforms & Community Sharing | "IN-novation" | Scoop.it

“Yet undergraduate education changes remarkably little over time. ...reforming a curriculum [is like] moving a cemetery.” ~ by former president of Harvard University

 

Here's some examples of changes in higher education. I'd also encourage an addition to this list: Omniacademy, along with looking at the work of founder, Dr. Stacey Simmons.

 

I just became acquainted with Stacey and her work.mmOmniacademy is a network of people as well as an integrated tech/social tool, a platform that takes advantage of social media and higher ed networks. Users can be "friends" via courses without actually friending each other in Facebook. It is also a client of WebEx.

 

This post has the usual, the Stanford "Artificial Intelligence" course example and the Khan academy posts. But it also offers more...

 

Excerpted from the blog post Online Learning Insights:

 

[There is a] slide slide show: 12 Masters of Innovation.

 

The first 2 innovators are educators starting with:

 

Clayton Christensen, Harvard Business professor coined the term disruptive innovation. Interesting that the term though it applies to a business model, yet Clayton’s recent book describes how education is being ‘disrupted’ by technology and changing education as we know it, The Innovative University, Changing the DNA of Education from the Inside Out.

 

Also see the articles:

The Stanford Education Experiment Could Change Higher Learning Forever, Steven Leckart 4 Principles for Creating Change, and 4 Barriers that Make is Harder, Clay and Camfield
Via Dr. Susan Bainbridge, Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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)

 

 


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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).


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo | "IN-novation" | Scoop.it

"Pushing an innovation plan forward?  Here comes the first major obstacle instead of a much-needed catalyst, for the rapid plummet to the bottom, roller coaster style in this 'pulp innovation' chapter change story."

 

This innovation series includes a set of chapter pulp fiction stories, complete with cliff hangers, setting up a series of cautionary tales of how to create innovation as a sustainable, repeatable business process.  

 

This episode of Jeffrey Phillips's series involves the destablization of those leading change to an innovation culture.  Enter the other staff manager with enough “bandwidth” to actively participate, which means those not senior enough to speed the work.

 

_______________________________

 

The annual planning cycle, that recurring monster better known ...as the idea killing process...with no ambiguity and no room for error.

_______________________________

 

Excerpts:

 

After the usual pleasantries, Susan and I set out an ambitious plan to build an innovation team, encourage incremental and disruptive innovation throughout the organization and start building innovation communities...

 

...it seemed that everyone else had a different perspective or intent for our project.

 

“Great. Do you think we can have new products in the pipeline so we can get budgets in place during the annual planning cycle?”

 

The annual planning cycle, that recurring monster better known to innovation experts as the idea killing process. There’s no business process or decision making apparatus less welcoming to innovation than the annual planning process, a place where great ideas go to die.

 

...A rigid, microscopically managed process with no ambiguity and no room for error. ...While the revenue numbers may be a bit inflated and fanciful, the projects that get approved go under a ROI microscope, which inevitably means that many innovative ideas are rejected.

 

By the end of our first meeting I’d reached the bottom of the roller coaster. ...Even though we had open channels to Brockwell, I didn’t think it would matter. ...

 

Perhaps we should recruit Mr. Kasamis.”  “Doug Kasamis, the chairman?” ...if he is willing, he could rally most of the organization to a significant change.”

 

Read the full post here.


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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.


Via Peter Verschuere, Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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. 


Via Jim Lerman, Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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.


Via Deb Nystrom, REVELN
more...
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

Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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.


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

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. 

 


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

Shiny Syndrome: In Medicine, Falling for Fake Innovation

Shiny Syndrome:  In Medicine, Falling for Fake Innovation | "IN-novation" | Scoop.it
We need to stop glorifying every new technology as an innovation.

 

An opinionator post that is a cause for pause, when innovation turns into pseudo-innovation, higher cost and no improved results, or worse yet, poorer results.

 

Excerpted:

 

THE sleek, four-armed “da Vinci” robot has been called a breakthrough technology for procedures like prostate surgery. “Imagine,” the manufacturer says, “having the benefits of a definitive treatment but with the potential for significantly less pain, a shorter hospital stay, faster return to normal daily activities.”

 

_______________________

 

...this is a pseudo-innovation — a technology that increases costs without improving patients’ health.

_______________________

 

Critics of the health care reform act say such innovations will be stifled by the new law, with its emphasis on cost control and the comparative effectiveness of new pills and devices.

 

However...

 

The da Vinci robot costs more than a million dollars, has never been shown by a randomized trial to improve the outcomes of prostate surgery. A 2009 study showed that while patients had shorter hospital stays and fewer surgical complications like blood loss when they underwent this kind of robotic surgery, they later “experienced more … incontinence and erectile dysfunction.” Similar problems are occurring with robotic surgery for other cancers.

 

 

The Affordable Care Act will not reward this kind of innovation. But by providing incentives for hospitals to reduce infections, errors and readmissions, giving doctors more information on the comparative effectiveness of medical interventions and emphasizing preventive care over expensive services, the act will stimulate a panoply of true medical innovations. These may not be flashy; they might not even be visible to patients. But they will improve health care and lower costs.

 

Source:  http://opinionator.blogs.nytimes.com/2012/05/27/in-medicine-falling-for-fake-innovation/


Via Deb Nystrom, REVELN
more...
No comment yet.
Rescooped by Robin Martin from Innovation & Institutions, Will it Blend?
Scoop.it!

Better Thinking by Not Thinking: Accessing your Unconsciousness - Liz Guthridge

Better Thinking by Not Thinking:  Accessing your Unconsciousness - Liz Guthridge | "IN-novation" | Scoop.it

"Where do you do your best thinking? Anywhere but your desk, if you’re like most knowledge workers and leaders. And probably not at work either. Not thinking, but relaxing into your unconscious can produce better thinking."

 

Change colleague Liz Guthridge has a winner of a post on accessing quality thinking by simply not thinking for a spell.  Techniques of mindful meditation, rest (or siesta, as I'd prefer from my Argentine side), as well as just stepping away for a break can contribute to a fresh view and insights from the deep well of our unconscious. ~ DN

 

Excerpts:

 

_________________________

 

Individuals tend to get good ideas while driving, exercising, reading, meditating or talking to others.

_________________________

 

That’s because we automatically tap into our unconsciousness to do most of our thinking. It doesn’t require effort on our part, as David Rock explains. Even better, our unconsciousness—which can seem as vast as the Milky Way—makes powerful connections for us.

  

...Offices are not brain-friendly settings.

  

Her steps to access include:

  

1. Quiet your brain. Start by putting aside all of the electronic gadgets that stimulate you and your brain. You also may want to close your eyes.

  

2. Let your mind wander. (DN:  Mindfulness practices teaches us to observe thoughts, but to NOT engage them.)

  

3. Put yourself in a positive state. 

 

4. Do something else other than work on the issue, problem or dilemma you’re facing. 

  

===

  

Read Liz's post in full here, which includes my commentary on accessing both the Jungian appreciation of the unconcious and using tools, like the MBTI used at the second level of functioning.

 

~  Deb



Via Deb Nystrom, REVELN
more...
No comment yet.