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Innovation & Institutions, Will it Blend?
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Everything a 1991 Radio Shack Ad, worth $5K, I Now Do With My SmartPhone

Everything a 1991 Radio Shack Ad, worth $5K, I Now Do With My SmartPhone | Innovation & Institutions, Will it Blend? | Scoop.it
There are 15 electronic gimzo type items on the page, being sold from America's Technology Store. 13 of the 15 you now always have in your pocket.


__________________
     
You'd have spent $3,054.82 in 1991 to buy all the stuff in this ad that you can now do with your phone.

       

__________________

      

That amount is roughly equivalent to about $5,100 in 2012 dollars.

     

A sample from Steve Cichon's list:

  • All weather personal stereo, $11.88. I now use my iPhone with an Otter Box.
  • Microthin calculator, $4.88. Swipe up on iPhone.
  • Tandy 1000 TL/3, $1599. I actually owned a Tandy 1000, and I used it for games and word processing. I now do most of both of those things on my phone.
  • VHS Camcorder, $799. iPhone.
  • Mobile Cellular Telephone, $199. Obvs.
  • Mobile CB, $49.95. Ad says "You'll never drive 'alone' again!" iPhone.
  • Deluxe Portable CD Player, $159.95. 80 minutes of music, or 80 hours of music? iPhone.
  • 10-Channel Desktop Scanner, $99.55. I still have a scanner, but I have a scanner app, too. iPhone.
       

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  • Stay in touch & dont miss a thing with Best of the Best news, taken from Deb's  NINE curation streams @Deb Nystrom, REVELN, featuring two approaches to change via once a month via email, available for free here,via REVELN Tools.
Deb Nystrom, REVELN's insight:

This is a helpful perspective, looking back, of how far technology integration has come within a decade or so, and how much we take for granted today.  ~  D

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Open Source Tackles eHealthcare Records In Places Microsoft Can't

Open Source Tackles eHealthcare Records In Places Microsoft Can't | Innovation & Institutions, Will it Blend? | Scoop.it

" 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

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Open Innovation & Organizational Boundaries, in Institutions, Will it Blend? — HBS Working Knowledge

Open Innovation & Organizational Boundaries, in Institutions, Will it Blend? — HBS Working Knowledge | Innovation & Institutions, Will it Blend? | Scoop.it
Open innovation, enabled by low-cost communication and the decreased costs of memory and computation, has transformed markets and social relations.


As the authors illustrate, it will be challenging to manage contrasting modes of innovation, and that is exactly what is needed in organizations that expect to innovate and are systemically, culturally, not set up to help this happen. 



Excerpts:

Open innovation, in contrast to firm-centered innovation, is radically decentralized, peer based, and includes intrinsic and pro-social motives.


The authors of this working paper use in-depth examples from Apple, NASA, and Lego to argue that open innovation will at least complement, if not increasingly substitute for, more traditional innovation modes.


This is within the contexts of increasing modularity and decreased communication costs.   (DN:  Just look at digital communication today.  Think ahead 4 months to 1 year of what's next.)


Emerging theories must be informed by these contrasting innovation modes and the implications for governance, incentives, intellectual property, managerial choice, professional and organizational identity, and organizational cultures.


Key concepts include:


  • Leaders and senior teams can take advantage of contrasting innovation modes, paradoxical organizational requirements, and associated dynamic boundaries.

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  • Leaders need to execute strategic choices with the systems, structures, incentives, cultures, and boundaries tailored to open and firm-based innovation modes.
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  • Multiple types of boundaries will increasingly be employed to manage innovation, from traditional to complex intra firm boundaries (such as ambidextrous designs), to webs of interdependence with partners and potentially anonymous communities.
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  • Senior teams must build their capabilities to deal with contradictions as well as their organization's ability to embrance contradictions.  


A link to the full working paper, downloadable by Assistant Professor, Karim R. Lakhani & colleague is here.


Source:  Karim R. Lakhani is an assistant professor in the Technology and Operations Management unit at Harvard Business School.  


This link was also recommended by Jeffrey DeGraff at the University of Michigan Ross School of Business, and I also think it's right on, even if the language is quite academic.  It will make you think about your institutional systems, and refresh your vocabulary.    ~  Deb

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Simple solution innovations that saved infant lives in Mumbai ~ including Bubble Wrap | Kinsey

Simple solution innovations that saved infant lives in Mumbai ~ including Bubble Wrap | Kinsey | Innovation & Institutions, Will it Blend? | Scoop.it

From Kinsey:  There's no doubt that groundbreaking inventions and discoveries have moved the world forward, but sometimes, a small innovation can be just as powerful.

Simple, low-cost innovations can yield dramatic gains. Instead of expensive technology, these solutions require only a deep understanding of the problem, a strong desire to create change, and a lot of common sense.


Using this kind of thinking, Armida Fernandez cut infant mortality almost in half at a Mumbai hospital that serves the city’s poorest residents.


Click on the title to read the full story.

 

Photo credit:  mollypop via Flickr CC

Deb Nystrom, REVELN's insight:

Useful perspective that the technology tools may be the problem, and solving it with bubble wrap.

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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.


___________________________________


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

___________________________________


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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HR is ripe for social disruption. Innovating HR structure to support peer learning, innovative organizations

HR is ripe for social disruption.  Innovating HR structure to support peer learning, innovative organizations | Innovation & Institutions, Will it Blend? | Scoop.it

Is it finally time for Social HR? What's out there that uses social systems to revitalize how people are recruited and learn, grow and develop within organizations?


If organizations tend to be hidebound against change, Human Resources (HR) is even more so, in spite of the trendy strategic HR spin of the early 2000's . Consider HR's roots, which persist today: labor relations, compensation, employment/personnel and the number of lawyers on staff.


Here's some fresh thinking about embracing social as a new definer of HR systems from Gautam Ghosh.


Excerpted, adapted:


Recruitment:  HR has been quick to leverage social media to “Broadcast” vacancies. The next level would be actively creating and nurturing communities of practice shaped around skills where hiring managers can gauge level of skills of people and also develop them (Disclaimer: The author works with BraveNewTalent, a platform that helps organizations do that)


Knowledge Sharing: Forget the idea of databases acting as “repositories” of knowledge, internal social networks can capture employees work activity as social intranets  – and team members can follow what others are doing on their activity streams. Newer tools like Opzi and MindQuilt can also emerge as a enterprise version of Quora, the popular Q&A site.


HR policies: Using a social tool which leverages crowdsourcing ideas from employees can help HR in co-creating processes and policies – and raise acceptability when they are finally rolled out. Dell’s EmployeeStorm is a great example by which employees give ideas on everything in the company.


From the autho, Gautam Ghosh, a Product Evangelist and India Marketing Lead at BraveNewTalent specializing in the areas of HR, organization development and learning and employee engagement. He has worked as a HR Generalist and a Learning and Development Executive in firms like Deloitte, Dell, Hewlett Packard and Satyam Computer Services."

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7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story

7 Steps to a Culture of Innovation | Josh Linkner, Michigan Success Story | Innovation & Institutions, Will it Blend? | Scoop.it

"Most companies fail to unleash their most valuable resources: human creativity, imagination, and original thinking. They lack a systematic approach to building a culture of innovation, and then wonder why they keep getting beaten to the punch."


Josh speaks from tested experience.  His 7 steps include:


1. Fuel Passion

2. Celebrate Ideas

3. Foster Autonomy

4. Encourage Courage


Josh Linkner is a five-time entrepreneur, venture capitalist, professor, and The New York Times best-selling author of Disciplined Dreaming – A Proven System to Drive Breakthrough Creativity. You can read more about him at www.JoshLinkner.com.

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