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Innovation & Institutions, Will it Blend?
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What It Takes to Be a Serial Innovator INSIDE established companies

What It Takes to Be a Serial Innovator INSIDE established companies | Innovation & Institutions, Will it Blend? | Scoop.it

"Researchers discuss the characteristics of people who successfully develop significant innovations in established companies."


Why serial innovators are fairly rare:  The low percentage make sense as the qualities needed are difficult to nourish in many corporate cultures.


Excerpt:


Serial innovators, whom the authors define as people who develop and bring to market at least two successful breakthrough products in an established company, are not all that common.


Griffin, Price and Vojak estimate that they represent anywhere from one in 50 members of an R&D and engineering staff at a smaller organization to one in 200 at a larger organization — and perhaps as few as one in 500 at most Fortune 200 companies.


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   ...willingness and ability to “cross the bridge,” ...taking on the organizational politics required to convince others ...of the value of their innovation

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Typical characteristics of serial innovators:

  

  • a track record of technical excellence (which helps them gain freedom to innovate within their organizations) and 
    
  • a strong focus on solving important problems for customers (which helps them choose commercially relevant problems to tackle). 
  
  • They also have a willingness and ability to “cross the bridge,” as the authors put it, from merely inventing a good solution to taking on the organizational politics required to convince others in the company of the value of their innovation. 

     

  • curiosity and 
   
  • systems thinking => integrate disparate data and information, creatively connect the dots in logical and powerful ways.

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Finishing – The 7th unique trait of a corporate intrapreneur - Innovation Excellence, Institutions

Finishing – The 7th unique trait of a corporate intrapreneur - Innovation Excellence, Institutions | Innovation & Institutions, Will it Blend? | Scoop.it

Can corporate cultures truely support entrepreneurial thinking, which is intraprenuership?  


This series of posts features Steve Todd's view of the 7 elements of intrapreneuring.  


Excerpt from #7, which gives a good overview of the full series:


A brief review: the first three habits (productivity, initiative, and collaboration) accelerate idea generation in a corporation.


The next three habits (3-Box time Management, Plus-2 Visibility, and Bridge Building) allow an intrapreneur to move forward and ultimately receive corporate approval for completing their idea.


The trait of finishing closes a circle that connects with the first trait of productivity. Intrapreneurs finish because they are productive; it is, after all, their foundational trait.

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P&G Success Formula > Culture: Improving Lives Through Innovation

P&G Success Formula > Culture: Improving Lives Through Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

McDonald Outlines P&G Success Formula: Improving Lives Through Innovation...

 

Saying Procter and Gamble’s unrelenting focus on innovation is “at the heart of everything we do,” P&G Chairman, President and Chief Executive Officer Bob McDonald recently talked about the company’s keys to success during fiscal year 2011 in spite of the tough global economic conditions, presented at the company’s annual Shareholder’s Meeting in Cincinnati.


“Innovation is the primary way we fulfill our Purpose,” he said. “It’s the driving force behind our strategy, as it always has been at P&G.

 

>>>  Our experience has proven that promotions may win a quarter here and there, but innovation wins decades.”


As he addressed the shareholders in attendance, Bob said the company entered Fiscal 2011 with three clear objectives:


=> Execute the company’s purpose-inspired growth strategy;
=>Grow market share by growing organic sales one to two percentage points ahead of underlying market growth rates; and
=>Grow core earnings per share in the range of 7% to 9%.

 

And, in spite of significant business and economic challenges, Bob said the company managed to meet or exceed goals for each of the objectives.

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Global Innovation Challenge: 160 Yr. Old Parent Challenges Freudenberg North America to Target Zero Manufacturing Waste

Global Innovation Challenge:  160 Yr. Old Parent Challenges Freudenberg North America to Target Zero Manufacturing Waste | Innovation & Institutions, Will it Blend? | Scoop.it

"Freudenberg's North America companies are targeting zero manufacturing waste in response to a challenge set by parent corporation, Freudenberg and Co., during a recent internal Global Innovation Forum on raw materials and innovation."


Going green in the North America continues to be an important business goals for companies, including the long time global veteran, Freudenberg and Company.


Excerpt:


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Freudenberg has a 160-year history of conducting its business with integrity and a commitment to the welfare of its plant communities.

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In an ambitious drive to reach zero manufacturing waste ...Freudenberg North America's 16 companies will pursue processes that focus on ...recycling, lower water and energy consumption and increased use of sustainable materials over the next decade.


"All of the companies are engaged in implementing processes and programs that will improve the environmental sustainability of their products and plants," said Leesa Smith, president, Freudenberg North America Limited Partnership.


"The confluence of new environmental challenges and this long-standing corporate culture is pushing our people to develop green industrial innovations that will help solidify our success - and the health of our communities - into the next century."


Freudenberg-NOK Sealing Technologies, in Plymouth, Mich., is pursuing dozens of technological innovations aimed at reducing the company's reliance on scare natural resources, lowering vehicle emissions, improving engine and transmission performance, supporting development of wind and solar energy and incorporating more recycled content in its products.


Some examples from the Plymouth company:


  • Low Emission Sealing Solutions (LESS) components use one quarter of the energy a conventional radial shaft seal uses, thereby reducing fuel consumption and lowering vehicle emissions.


  • FluoroXprene® fluoroelastomers are a unique group of newly-developed materials that bridge the technology gap between PTFE and rubber while substantially reducing CO2 emissions and energy usage. FluoroXprene materials are completely recyclable. 
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  • The company is also pursuing ultraviolet (UV)-curable sealants that will reduce energy consumption, lower Co2 emissions and reduce cycle times.


Read the full press release story here.

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What Managers can learn from Entrepreneurs, Principles of Corporate Effectuation, Video

What managers can learn from expert entrepreneurs.   Corporate effectuation offers managers the possibility to be entrepreneurial in a corporate setting and still be in control.

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