"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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A Tale Of Two Seeds An Innovative Fable

A Tale Of Two Seeds An Innovative Fable | "IN-novation" | Scoop.it
 
How to Protect Your Screenplay 
 
by C.J. Perry
 
Finally, you have completed your script. After countless drafts, workshops, and merciless editing sessions, you now have a correctly formatted, workable manuscript.
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Gregg Fraley | If Steve Jobs Worked For You, You’d Probably Fire Him

Gregg Fraley  | If Steve Jobs Worked For You, You’d Probably Fire Him | "IN-novation" | Scoop.it
Gregg Fraley speaks with a passion about all things creativity & innovation communicating cutting edge ideas, methods, perspectives, & take-home actions steps. He informs & inspires, delivering keynotes with humor & energy.
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25 Ways to Engage: Creative Examples of Businesses Using Social Media to Interact with Customers

25 Ways to Engage:  Creative Examples of Businesses Using Social Media to Interact with Customers | "IN-novation" | Scoop.it
3V Business Solutions, serving downriver and metro Detroit's social media and internet needs from social media development to web design and SEO. We specialize in Facebook Open Graph development.

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Customer Service Experts To Follow

Customer Service Experts To Follow | "IN-novation" | Scoop.it
We have looked into a long list of influential customer service experts and have ranked the ten most important influencers.

@Hyken @NancyGeorges @bsdalton @grafrost @YvonneAJones @JohnMPerez @micahsolomon @enthused @EYellin @johntschohl

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Innovate Or Become Irrelevant: 4 Ways to Use Social Enterprising to Drive Innovation - Forbes

Innovate Or Become Irrelevant: 4 Ways to Use Social Enterprising to Drive Innovation - Forbes | "IN-novation" | Scoop.it
How to use social and collaborative technologies to increase innovation and emotional engagement in your team.
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What Founders Wish They Knew Before Starting Companies

What Founders Wish They Knew Before Starting Companies | "IN-novation" | Scoop.it
Entrepreneurship is about learning and iterating. See what successful founders wish they knew when they got started.

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The Single Most Important Experiment in Higher Education

The Single Most Important Experiment in Higher Education | "IN-novation" | Scoop.it
As of yesterday, a year-old startup may well have become the most important experiment yet aimed at remaking higher education for the Internet age.

 

At the very least, it became the biggest.

 

A dozen major universities announced that they would begin providing content to Coursera, an innovative platform that makes interactive college classes available to the public free on the web. Next fall, it will offer at least 100 massive open online courses -- otherwise known as MOOCs*-- designed by professors from schools such as Princeton, CalTech, and Duke that will be capable of delivering lessons to more than 100,000 students at a time.


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Personal business model: Living at the Speed of Life

As I get ready for a two week vacation, I want to share a reflection that I published in a column for Madison Magazine a few years ago. It contains a good message for all of us to remember – slowing down to the speed of life some days can actually speed up our creativity.


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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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Creative Disrupters: Working Outside The Business Norm | Fast Company

Creative Disrupters: Working Outside The Business Norm | Fast Company | "IN-novation" | Scoop.it

Gotta love big company disruptors using positive weapons of creativity, not the Borg, Klingons types, heh.

 

This is a great series of posts on  risk takers and creativity in institutions.  For example:

 

When Maryam Banikarim was a marketing SVP at NBC Universal, she helped organize a day to celebrate the merger with Comcast.

 

"[My bosses] were like, 'We need a gift for employees." But I didn't want to give a meaningless tchotchke.

 

So I came up with a purpose line--that NBC Universal is in the idea business--and a new gift to match it."

 

All 30,000 employees got Moleskine notebooks that had sketches of great ideas:

the back of a napkin note that became SNL,  the cable transponder that became Comcast's business. 

The letter attached said, 'All great ideas were created by somebody,' and encouraged employees to submit their own.

 

"People told me the project wouldn't get approved, that it was way too esoteric. But it was a huge hit."

 

~ MARYAM BANIKARIM > SVP AND CMO, GANNETT


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Transforming Service: Adobe’s Customer Immersion program, a work in progress

Transforming Service:  Adobe’s Customer Immersion program, a work in progress | "IN-novation" | Scoop.it

Forrester announced winners of the 2011 Voice of the Customer awards  at their annual Customer Experience Forum in June 2011, in New York.  Adobe, Fidelity Investments and JetBlue, were the 2011 award winners.

 

Adobe made significant changes in how they engage with their customers over the last 18 months.  Yet, in reading the commentary on the blog cited here, it seems they have a ways to go, as yet.  The blog post features these points:

Like Jet Blue, Adobe recognized they weren’t always easy to do business with, and were not consistently delivering the level the service customers expected. Adobe’s Customer Immersion Program provides Adobe’s senior leaders with the opportunity to experience first-hand what our customers experience when they engage with Adobe. Adobe’s Customer Listening Post facility brings customer experiences to life – - live video and data feeds showing what’s happing in real-time. Front-line service and support agents are now equipped with better tools and resources to quickly resolve customer issues.

That said, there are two comments on this post that show some of the challenges ahead for customer immersion and managing the complexities of surprizing and delighting the customer these days.

 

Photo credit:  Immersion Iwona_kellie Creative Commons


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Beware the Entrepreneur's Recoil, Toxic to Innovation

Beware the Entrepreneur's Recoil, Toxic to Innovation | "IN-novation" | Scoop.it

"When we pull back, stop innovating ourselves and rebuff innovation and creativity from employees, we create an idea-killer emotional virus that destroys the very culture that got us where we are. "

 

Great piece on dealing with the cycles of innovation, success, risk.  Entrepreneurs get to be SO good at dealing with barriers, problems, set-backs and failures that success itself becomes another hurdle to overcome.


Excerpted, Jonathan Fields:

 

One of the biggest misses in the entrepreneurial process and mind is the assumption that mindset and willingness to embrace risk and creativity are fixed traits. In fact, the more successful most people become, the more they abandon the very mindset that fueled their success.


I call this the Entrepreneur’s Recoil.


So when you start a business, you adopt a do or die, all-in mindset. You come up with and are open to crazy ideas in the name of creating breakout businesses. And you’re willing to act on them. Because, beyond ego, even if you fail, the fall really won’t cause that much pain.


But, then something happens. You succeed.

 

Your mindset begins to shift into what famed psychologist and winner of the Nobel Prize for behavioral psychology, Daniel Kahneman, calls loss aversion mode.


1)  Rather than being driven by what you can build, create and have, you are overwhelmed by a fear of losing what you’ve already amassed.

 

2) Loss avoidance cultivates a strong negative creativity bias that makes us say no to innovative ideas.


When we pull back, stop innovating ourselves and rebuff innovation and creativity from employees, we create an idea-killer emotional virus that destroys the very culture that got us where we are. It breeds loss-aversion, fear and scarcity, which is death to innovation and expansion.


So...

Take a step backand ask a big question -
“Am I operating from a place of creative opportunity or loss aversion?”

 

Photo credit:  sean dreilinger, Flickr


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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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Gregg Fraley | Scaffolding — Thinking Monkey Bars for SmallBiz

Gregg Fraley  | Scaffolding — Thinking Monkey Bars for SmallBiz | "IN-novation" | Scoop.it
Gregg Fraley speaks with a passion about all things creativity & innovation communicating cutting edge ideas, methods, perspectives, & take-home actions steps. He informs & inspires, delivering keynotes with humor & energy.
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Case Study: How Video Games Can Improve Sustain you with Better Health - All Infographics

Case Study: How Video Games Can Improve Sustain you with Better Health - All Infographics | "IN-novation" | Scoop.it
Infographic on How Videos Games and Playing Games improves health in everyday of popular game call Angry Birds with Millions of Download, increase in health...

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The Florida Education Channel's comment, July 26, 2012 5:43 AM
You're very welcome!
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Case Study: 10 Best Lessons Learned from Steve Jobs LIfe Journey - All Infographics

Case Study: 10 Best Lessons Learned from Steve Jobs LIfe Journey - All Infographics | "IN-novation" | Scoop.it
Infographics on Apple's Steve Jobs Life Journey and Success in Starting Business Firm and learning great lessons of Inspiration and motivation with Quotes...

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Garrison Institute

Garrison Institute | "IN-novation" | Scoop.it
The Garrison Institute applies the transformative power of contemplation to today's social and environmental concerns, helping build a more resilient future.
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Why Doing Nothing Can Revolutionize Your Company - Forbes

Why Doing Nothing Can Revolutionize Your Company - Forbes | "IN-novation" | Scoop.it
Every executive understands how to get to the C-suite: dive into a management job, make a big splash, and get promoted up the ladder. Unfortunately, says top human resources executive Peter Wright, that’s often a disastrous path for your company.

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How Lego Rebuilt Its Brand Through Controlled Innovation | Business | TIME.com

How Lego Rebuilt Its Brand Through Controlled Innovation | Business | TIME.com | "IN-novation" | Scoop.it

It was 2003, exactly 56 years after Ole Kirk Christiansen bought the first plastic-injection molding machine in Denmark to start manufacturing plastic bricks for building-block toys.


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Emails around the world | Visual.ly

Emails around the world | Visual.ly | "IN-novation" | Scoop.it
A snapshot of how emails are worldwide in terms of volume and usage. Includes further delving into email troubles like spam and hacking before presenting 3 easy ways to keep emails safe.

Via Brian Yanish - MarketingHits.com
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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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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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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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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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