Experience and research tell us five key success principles are seen across the cultures of ‘serial innovators.’ The good news: These characteristics can be adapted for any company, regardless of industry.
Engagement matters on the front end of innovation. Tangible results matter on the back end. Organizations that pursue the practice of collaborative innovation seek, ultimately, actionable ideas: ideas whose implementation yields benefits.
A man in a town married twenty women. There have been no divorces or annulments, and everyone in question is still alive and well. The man is not a bigamist, and he has broken no laws. How is this possible? This is the so-called marrying-man problem, which psychologists often use to study creative insight: the process by which we suddenly figure out the answer to something that had previously stumped us. A problem makes no sense at first. But then we turn it around in our minds and, presto, the answer comes. So, naturally, Mark Beeman, a cognitive neuroscientist at Northwestern University, who studies insight and creativity, likes to pose questions like this one to applicants who want to work in his lab. (The answer to this particular conundrum is that the man is a priest.) Beeman studies insight because it’s a key component in how creativity works—the main subject of his research. Creativity is the whole process of how we come up with new ideas; insight is just a step along the way, albeit an important one. A composer who writes a new, beautiful song has done something creative; the moment when she realized that she could end it on a minor chord was insight. In general, creativity seems to come when insight is combined with the hard work of analytical processing. A person can’t discover the theory of general relativity in a dream if he isn’t a physicist who’s done some heavy thinking about the subject beforehand.
In the autumn of 1906, 85-year-old Sir Francis Galton made a fascinating discovery on the judgment power of crowds: The accuracy of groups is far greater than of individuals. It’s a well-known story yet worth recapping. Surprisingly, the central character is a fat ox.
By Jeff Dyer, professor of strategy at BYU, and Nathan Furr, professor of entrepreneurship at BYU. What does good management look like? We teach what we think are good management principles in literally thousands of business schools around the world. Yet Scott Cook, founder and leader of Intuit told us, “When [...]
Many of the challenges faced by an organisation wanting to innovate boils down to talent management, areas often directly under the influence of HR. In this study, we explore whether HR has become a partner yet in innovation. We make the case that it is imperative for HR to be a driver, while also being innovative in its own domain.
Collaborative workspace has become a crucial spur for innovative thinking and competitive agility. Research from Steelcase confirms 4 innovation drivers that can prevent your company from landing in the digital dustbin.
By studying LEGO's crisis, lasting from 1993 to 2004, we’ll answer two main questions: Can creativity and innovation help an organization in its time of crisis? And can studying cases such as LEGO’s reveal a model for the broader role of creativity in an organization for other enterprises to follow?