Innovation & Institutions, Will it Blend?
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Innovation & Institutions, Will it Blend?
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Why Steve Jobs Never Listened to His Customers - Sheltered Innovation and Crowdsourcing

Why Steve Jobs Never Listened to His Customers  - Sheltered Innovation and Crowdsourcing | Innovation & Institutions, Will it Blend? | Scoop.it

Does innovation require listening to your customers? Or is to better to ignore them?  "It's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them."— Steve Jobs    Also:  What worked for Steve Jobs may not work for your company.

    

The Benefits of Sheltered Innovation


Multiple studies have shown that individuals have a tendency to produce the most novel ideas when working alone (as opposed to crowdsourcing ideas from an external group).


  • But can this focus on the internal creativity of teams really have a place in the business world?

  • Should customers be ignored?


According to Mario D’Amico, senior VP of marketing at Cirque du Soleil, the answer is, well, maybe.


...was Jobs right or not?

Many respected entrepreneurs would say that yes, he was right ... but only for theextremely unconventional and circumstantial situation that his company was in.


...understanding your customers’ wants is a pivotal part of growing your business—but doesn’t have to restrict your innovation.


Read more:   https://www.helpscout.net/blog/why-steve-jobs-never-listened-to-his-customers/


Related posts by Deb:


                  




Deb Nystrom, REVELN's insight:

The Wisdom of Crowds has individual and collective component, when you dig down deep.  The JCPenney example cited in this story is also a good cautionary tale.  ~  D

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How to Build the 100-Year Company - Michigan Steelcase, Ideas & Endless Innovation

How to Build the 100-Year Company - Michigan Steelcase, Ideas  &  Endless Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

"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.

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40 Pieces of Inspiration For Entrepreneurs | Under30CEO

40 Pieces of Inspiration For Entrepreneurs | Under30CEO | Innovation & Institutions, Will it Blend? | Scoop.it
Here are forty tips designed to help entrepreneurs, business leaders, mavericks and aspiring innovators accelerate our collective and individual pursuits towards inspiration.

 

Excerpts 

 

1. Honestly evaluate your professional and social circle of friends. Are they inspiring? Do they truly stretch your imagine of what is possible in this lifetime? I  ...Identify and build an inspiring new circle. You cannot choose your family, but you can select the people whom you spend time and associate with.

 

Ask yourself, do your companions consume or catalyze change?

 

3. Remove physical, emotional, mental and spiritual clutter from your life.  ...It is useless hanging on. Today is a new day.

 

5. Stop trying to find yourself and start creating yourself. ...What will be your ultimate legacy and contribution to the world? Become and evolve into your vision.

 

7. Forget and ignore your past academic and professional accomplishments  ...and designation. In a battlefield, the stripes you have earned are irrelevant to your ultimate goal of crossing the line and securing an inspired life.

 

Image:  by AlicePopkorn, Flickr

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A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo | Innovation & Institutions, Will it Blend? | Scoop.it

"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.

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Gary Hamel & Hacking in the MIX: the Management Innovation eXchange

Gary Hamel & Hacking in the MIX:  the Management Innovation eXchange | Innovation & Institutions, Will it Blend? | Scoop.it

The recession, debt crisis and general social chaos that we are living with at the moment is generating BIG questions.


One of the best management mavericks is Gary Hamel who is also the figurehead behind the Management Innovation eXchange or MIX.


MIX is a management social network that allows business people to share ideas, identify barriers and propose (management) hacks.


It’s aim is simple, if we collectively add ideas – crowdsourcing – we will understand the systemic problems better and find solutions quicker.

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New Ventures: The Result is Rarely the Starting Point

New Ventures: The Result is Rarely the Starting Point | Innovation & Institutions, Will it Blend? | Scoop.it

Have you ever thought of starting a company? Mark Moore (42) has. Four times. And with two acquisitions and an IPO behind him, expectations on his current venture, “One True Media” are high.

 

So where do the ideas come from? How does Mark create that flash of brilliance which gives ignition to a company; a successful company?

 

...It’s never the big things
In creating ventures, its little changes that really matter. One True Media had a terrific holiday season in 2005, but in Janauary 2006 the business went dark. Mark and his team kept changing.

 

At the end of January, they had a breakthrough. People wanted to share. One True Media added a simple feature that let users put photos and video onto “myspace,” an Internet community site. All of a sudden users were doubling every two weeks. Less than a year and countless more changes later, One True Media has over 880,000 registered users and has created over a million videos.

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