"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:
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. 
"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:
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.
What is your experience with creating a culture that is agile , flexible, and especially improvisational? Photo credit: ePi.Longo Article source: Chief Executive Magazine 
Check out the top five schools using social media well, at least today. These are the usual suspects. ALSO take a look at OmniAcademy and Southern New Hampshire University (profiled in Fast Company.) These two seem to have more in common in preparing for the disruption in higher education that is already beginning to happen. Via Peter Azzopardi, Deb Nystrom, REVELN Consulting 
Here's the companion post to the previous article that features the long & winding road in dealing with online education, and confronts disruption head-on. Author: Steve Blank Source: http://www.forbes.com/sites/groupthink/2012/05/01/why-innovation-dies/2/ 
"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. ![Why Change is [very] Good for Education > Innovation in Platforms & Community Sharing | Innovation & Institutions, Will it Blend? | Scoop.it](http://img.scoop.it/FNYZG_5PYAJxIOerEKLeWjl72eJkfbmt4t8yenImKBVaiQDB_Rd1H6kmuBWtceBJ)
“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:
Via Susan Bainbridge 
"...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 
"Q: What does the Instagram acquisition mean? A: A LOT. Major implication, staffing with the best, which is a key to creating a successful business innovation - and boom!" Excerpt: The passage of crowdfunding legislation in the US coupled with the $1 billion acquisition offer of Instagram, signals the beginning of a full startup boom. In preparation for the good times, venture capitalists have started to raise new fund money at their pre-crash highs. Two and a half years ago, Mint.com was acquired for $170 million, and everyone thought that was an amazing deal following the great recession. Now, a fledgling company with a small team gets acquired for $1 billion. ...As an entrepreneur, you have a decision to make. Ask yourself, “is this my boom?” If your answer is “yes,” then you have a lot of work to do. Look around you. If everyone that you deal with is not top-notch, from cofounders to vendors, fire them immediately and bring on the best. Now. Right now. Seriously. Now. To really win during a boom, you need to play at the top level, and the winners in every boom always have the best talent. Always. Is it your time? Is this your boom? 
Customer experiences are delivered year after year without challenging the approach in what they do. This unique bank reinvented their customer service approach and culture.” The banking industry is one of the more entrenched, which drew my attention to this innovation case example. Excerpted: ...Observing Umpqua’s lack of a clear customer-service approach, CEO Ray Davis decided to make a change. In a move away from traditional banking, he renamed Umpqua locations “stores.” In redesigned “stores,” “shoppers” could browse products and services, stay as long as they wanted, sit a spell with their legs up on a comfy chair, and sip a cup of coffee. And when they were ready, they could tap an Umpqua associate to help them with their banking needs—all without the red ropes.
Companies are moving from corporate social responsibility to seeing these partnerships as Profit and Loss investments, with a huge potential for business growth. Maura O'Neill, is the Chief Innovation Officer and Senior Counselor to the Administrator at the US Agency for International Development (USAID). She highlights several ways that USAID fosters international innovation & development in poorer countries, in a way that all can benefit. Maura O’Neill: USAID pioneered innovations in development including:
Trends:
Sustainability:
While researching his forthcoming book — Heart, Smarts, Guts, and Luck — co-author Anthony Tjan made a fascinating discovery: a surprising number of company founders and business-builders attribute much of their success to luck. ... There are ways we create our own luck, as listed on the innovation leadership companion post on this curation stream. Becoming disconnected, as Anthony describes, on the way to the top, is one way for leaders to lose their luck. Excerpted: Almost 25% of those we surveyed came out as "luck-dominant" on the Entrepreneurial Aptitude Test we devised; many more gave luck at least partial credit. ...Here's the paradox: Once they have made it to the top — after they've reached high levels of entrepreneurial or corporate success — leaders often become disconnected from the crucial lucky qualities and relationships that helped get them there in the first place. By definition, the top is less of a journey and more of an arrival point. A newfound reputation is difficult to risk. We've identified seven attributes, and they are among the most difficult ones for leaders to master and maintain. They are: humility, intellectual curiosity, optimism, vulnerability, authenticity, generosity, and openness. The post defines these and begs the question: How do leaders reconnect to the reality, attitude, and relationships that can sustain and take their company's excellence to a new place? Author: Anthony Tjan is CEO, Managing Partner and Founder of the venture capital firm Cue Ball and vice chairman of the advisory firm Parthenon.
TED Talks The disastrous earthquake in Haiti taught humanitarian groups an unexpected lesson: the power of mobile devices to coordinate, inform, and guide relief efforts....
Paul Geisen illustrates hand-held, mobile technology and open source software as new, powerful humanitarian tools for disaster response including coordinating efforts. Collaborating. 
" if a midwife is juggling three deliveries at a time, recording the details isn’t high on the list of priorities," especially in underdeveloped countries. This use of open source technology reminds me of a systemic innovation by a doctor who's innovation cut premature infant mortality almost in half in Mumbai. Innovation in underdeveloped countries has lessons for us all. Excerpt: eHealth Nigeria is using an open source health records system to create digital records of births a happening across northern Nigeria each day. Under the aegis of their nonprofit, eHealth Nigeria, Castle and Thompson have built a digital records system meant to eventually serve healthcare facilities across northern Nigeria, but it doesn't use the sort of specialized health care software in U.S. or even everyday database software. There's no Kaiser software. And no Microsoft. The system is based on OpenMRS, an open source health records system designed specifically for use in underdeveloped regions. Read more via wired.com, click on the article title / link for the full story |
"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. 
"Managers improvise all the time, surreptitiously, outside of processes & strategies, in order to deal with compression of time & resources." How to make it work, Boston Univ., Asst. Professor views, referencing the financial industry. My notes from the video: Steve Leybourne covers the softer, challenging elements of work, confirming that more than ever, work is not predictable. It is doing too much, with too little, and so, managers improvise all the time, surreptitiously. Managers then work outside of processes, strategies, goals and plans, so there is risk. Managers will this on your own, and expose themselves to failure. If things go right, they will have an emerging best practice. But if they fail, then they are really exposed. See the full Improvisation in Organizations video here. ________________________ Successful improvisation produces better ways of achieving tasks = emerging best practice. - Steve Leybourne, Asst. Professor, Boston University ________________________ The model pictured from the video features: Three constructs: Creativity, Intuition & Bricolage (making the best of whatever resources you have at hand) from Moorman & Miner (1998.) They define improvisation as:
________________________ It is doing too much, with too little, and so, managers improvise all the time, surreptitiously. ________________________ He also covers what can go wrong in improvisation, how to build trust within a team to improvise, and dealing with ambiguity, poor specifications. See the full Improvisation in Organizations video here. Thanks to Sources: Rutger Slump and Steve Leybourne, guest speaker at de Baak about Improvisation in Organizations. He is a assistant professor at Boston University in Innovation and Entrepreneurship. letsplayinnovation.wordpress.com 
"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. 
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
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). 
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:
Clayton Christensen, Harvard Business School professor and Innosight co-founder.
Peter Drucker, legendary management guru and long-time professor at the Claremont Graduate University
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 
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.
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.
Via Peter Verschuere 
"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 
"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.)
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 
"Innovation doesn't have to be hard to master - a great case study with Intuit, the customer-centric, grassroots innovative TurboTax folks." It's inspiring to read how Intuit structures in ways to understand its customers, deeply. We're TurboTax customers, by the way. Excerpts: To grow faster than your market, you need to create more value. The essential business challenge is to create better products, less costly solutions, or more effective internal processes that results in better, faster or cheaper service. Sounds easy, but when you call that “innovation,” many companies freeze up. One company that excels at listening is personal-finance software giant Intuit Inc. of Mountain View, Calif. The $4-billion-a-year maker of QuickBooks and TurboTax has grown on grassroots innovation. When Intuit founder Scott Cook was developing the program that became known as Quicken, his sister-in-law phoned hundreds of consumers to find out what they liked and disliked about managing their personal finances. Cook learned:
Cook also started to follow customers home; he and other staffers would sit at consumers’ kitchen tables and watch them pay their bills. This passion for field research still thrives at Intuit.
"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, 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 
The excerpted post below is part of a two part series that offers change and innovation adoption rate tools. What I like about Kevin's 2-part series is that it is not about the unconvincing ROI, return on investment metric. It is about the powerful effect of stories, examples and case studies that inspire and "spark ...imagination. His first post focuses on the five (5) factors to use to predict the rate of adoption. The second post offers tools and templates to give you an adoption rate measurement. ___________________________ Contrary to popular belief, an ROI will not convince them. ...it is stories and examples and case studies which spark their imagination. ~ Kevin Jones, vinJones.com ___________________________ Also keep in mind that change and innovation are quite different from each other. This is particularly highlighted in our two curation streams: Innovation in Institutions, Will it Blend? and the one you are reading, Change Leadership Watch. We are also highlighting Kevin's tools on CMRsite.com, a non-partisan change management resources site. Excerpts: The Adoption Index 1)“Relative advantage is the degree to which an innovation is perceived as better than the idea it supersedes." The degree of relative advantage may be measured in economic terms, but social prestige factors, convenience, and satisfaction are also important factors.” 2)“Compatibility is the degree to which an innovation is perceived as being consistent with the existing values, past experiences, and needs of potential adopters.” 3)“Complexity is the degree to which an innovation is perceived as difficult to understand and use.” Read the full post for all five factors and the link to part 2 of the series that offers adoption rate tools. via vinjones.com |
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