Innovation in Action
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Innovation Isn't Just About New Products

Innovation Isn't Just About New Products | Innovation in Action | Scoop.it

Innovation intent must be vividly clear for everyone in your organization, especially at the top. The intent must be concise to help drive alignment to business initiatives and must help articulate specific employee behaviors necessary at all levels for an innovation climate to take root. When designed correctly, innovation intent is clearly linked to and driven by the business strategy.

Roberto Abramovich's insight:

Its difficult to talk about innovation capabilities without falling into cliches. If there is one which is true is the C-level sponsorship, namely CEO and peers. There are so many barriers that hinder the ability of a group to trully innovate, that if there isnt a strong support from top this just doesn't happen. Good ideas get killed to "sustain" initiatives, like line extensions and other limited impact activities. 

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The Death of Innovation Crowdsourcing (As We Know It)! | Innovation Management

The Death of Innovation Crowdsourcing (As We Know It)! | Innovation Management | Innovation in Action | Scoop.it
Ideation focused crowdsourcing has been around for some time, but the approach is often not producing the desired business results in order to justify continued investments. How does the model need to change in order to drive real business value?
Roberto Abramovich's insight:

It's beginning of the end or a true beginning of open innovation model?

 

The author successfully touched on important and often bottleneck of the innovation process: the conversion of ideas to execution -->  That feeling of not knowing how eat of what is on the plate and worse not being able to digest the food.


If companies need to boost idea generation, and it looks like open innovation is a good way of doing,  they also need to manage well the back end, the conversion to innovation projects and their development roadmap. 

 

So, in other words, open innovation in itself is not the answer, but part of a broader solution.

 

Have a good reading and looking forward to hearing your thoughts!

 

Roberto 

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Oliver Durrer's comment, November 5, 2014 6:37 AM
Execution is key! Ciao Roberto! J'espère que tout va bien. Je m'amuse également avec Scoop.it. Vraiment un très bon outil. Cordialement, Oliver
Roberto Abramovich's comment, November 6, 2014 4:21 AM
Ciao Oliver. Ravi de te revoir ici au Scoop :-) J'espere que tout va bien avec toi a Z. cdlt. R
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THE NO. 1 REASON WHY BRAND EXTENSIONS FAIL

THE NO. 1 REASON WHY BRAND EXTENSIONS FAIL | Innovation in Action | Scoop.it

Many big-name companies have had both successes and failures with brand extensions. And the No. 1 reason why some brand extensions fail is simple: they don't bring enough meaningful value to the consumer.

Roberto Abramovich's insight:

Often commented topic and still so core and difficult to implement.  My take is that it sounds obvious only for those who are outside commenting on past events, like this author. Nothing is obvious when steering a brand towards new horizons. Often the decision is measured in terms of risk (when is low, the decision is pretty fast). sometimes purely commercial since moving to another category would directly impact the top line sales without cannibalising existing business (particularly important in FMCG). 

 

But having said that, there is a point not to be overlooked, which is a consumer centric decision (agreeing with the author) is the only path to success. Indeed if the company follow consumer value perceptions (which can be inferred before or during launch with good research) it will find the right levers to increase the value perception and hence gain preference. 

 

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Parking Start-up failure: lessons learned

Parking Start-up failure: lessons learned | Innovation in Action | Scoop.it

"More than two years ago, I shut down HelloParking. We never managed to find product-market fit, and we were having trouble scaling"

Roberto Abramovich's insight:

A must read for entrepreneurs and intrapreneurs pushing innovation in more structured (larger) companies.

 

It takes courage to push innovation but also it takes skills to succeed.

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Diversity & Innovation - InnoCentive Blog

Diversity & Innovation - InnoCentive Blog | Innovation in Action | Scoop.it
companies with a strong diversity climate score four times higher on innovation
Roberto Abramovich's insight:
Vive la difference! Une forte culture d'entreprise ne peut pas être établie au détriment de la diversité des personnes et backgrounds
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How Digital Acceleration Teams Are Influencing Nestlé’s 2,000 Brands | MIT Sloan Management Review

How Digital Acceleration Teams Are Influencing Nestlé’s 2,000 Brands | MIT Sloan Management Review | Innovation in Action | Scoop.it
Nestlé’s global marketing head Pete Blackshaw talks about the challenges of managing social media.
Roberto Abramovich's insight:

Just another example of how fascinating in Nestle.

 

It does take a little longer to start anything new, lets admit it . But when sees the benefit it goes full speed ahead, a lot faster than other companies. 

 

Is it fast enough to do the job that needs to be done? what do you think? 

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Innovation value chain

Roberto Abramovich's insight:

The Value chain principle is being there for quite sometime as best practice in business management (yet often forgotten). I came accroos to this 6 year old article from our Insead colleagues and find it extremely useful to clarify and to some degree organize the "building of innovation capabilities".

 

Could not agree more with:

 

- Each company is a different case and same solution can completely backfire in another setting.

- "New concepts won't prosper without proper screening and funding"

- A company's capacity to innovate is as good as it's weakest link in the innovation value chain. Doing more of you are already strong won't make the company more innovative. But only tackling the weakest link will. 

 

We should recognize that innovation is a complex cross company process that has deep implications with all other internal process. For the companies living in a competitive environment, this should become top priority for the leadership team of any company. Its not a "discipline" or "skill" its the main stream activity. So innovating on how to become more innovative may distract seniors managers to improve this "value chain".

 

What do you think? 

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The Barriers To Innovation, And How To Break Through

The Barriers To Innovation, And How To Break Through | Innovation in Action | Scoop.it
This article is by Janie Curtis, lead brand architect for The Telocity Group, a strategy and innovation company.

Via Jenny Ebermann
Roberto Abramovich's insight:

Good food for thought

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Jenny Ebermann's curator insight, September 8, 2013 5:10 AM

Interesting article on what it takes to bring innovations forward!

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YO - Less is more

YO - Less is more | Innovation in Action | Scoop.it

App criado em duas horas responde a necessidade de simplificar comunicao. 

Roberto Abramovich's insight:

Muita gente (empreendedores, desenvolvedores) parece se perder em fazer o melhor app do mundo ao invés de pensar na melhor interação possível com o mínimo de funcionalidades disponíveis.  Seria difícil de imaginar que um app com 1 funcionalidade seria adotado e financiado. Mas o que define uma inovação ser adotada alem de seu poder transformador? 

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11 Ways Big Companies Undermine Innovation

11 Ways Big Companies Undermine Innovation | Innovation in Action | Scoop.it
Why big companies struggle to keep up with start-ups.
Roberto Abramovich's insight:

Short sweet read for INTRApreneurs and innovation directors&marketing

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Volvo Trucks - The Epic Split feat. Van Damme - Product benefit Ad

Watch Jean-Claude Van Damme carry out his famous split between two reversing trucks.

 

Roberto Abramovich's insight:

Even the most rational product feature can be smartly portrayed in a good communication. This is one of the best product features ads I have came accros in a long time.

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Brasil aumenta presença na África

Estadao: em 10 anos Brasil fortalece presença no continente, mais que dobrando numero de embaixadas

Roberto Abramovich's insight:

Muitos Paises da Africa estao hoje na mesma situacao que o Brasil estava (do ponto de vista economico) que ha 20 anos atras. Empresas e profissionais Brasileiros ainda tem vivos na memoria essa epoca e por isso mesmo podem aportar uma experiencia mais relevente para esse continente. Tanto como oportunidades comerciais mutuas como culturalmente. Nao faz sentido os Brasileiros continuarem a olhar para o norte (Europa e USA) e ignorar uma parte grande do mundo que esta logo ali, e muito mais afinada culturalmente. 

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How retailers can keep up with consumers | McKinsey & Company

How retailers can keep up with consumers | McKinsey & Company | Innovation in Action | Scoop.it
The retail industry is more dynamic than ever. US retailers must evolve to succeed in the next decade. A McKinsey & Company article.
Roberto Abramovich's insight:

CPG companies will continue to have a hard time selling to retailers who have their business model challenged more than ever. In this article there is a call to action for retailers but an even bigger call to action for CPG: They need to dedicate more time thinking about the route to market and how to create more value beyond what is inside the pack. 

 

Where do you think they need to focus first? How to be disruptive without affecting the established relationships with key customers?

 

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Innovation Isn't Just About New Products

Innovation Isn't Just About New Products | Innovation in Action | Scoop.it

Innovation intent must be vividly clear for everyone in your organization, especially at the top. The intent must be concise to help drive alignment to business initiatives and must help articulate specific employee behaviors necessary at all levels for an innovation climate to take root. When designed correctly, innovation intent is clearly linked to and driven by the business strategy.

Roberto Abramovich's insight:

Its difficult to talk about innovation capabilities without falling into cliches. If there is one which is true is the C-level sponsorship, namely CEO and peers. There are so many barriers that hinder the ability of a group to trully innovate, that if there isnt a strong support from top this just doesn't happen. Good ideas get killed to "sustain" initiatives, like line extensions and other limited impact activities. 

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