Innovation & Institutions, Will it Blend?
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Innovation & Institutions, Will it Blend?
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The Faculty Project offers Free Online Courses from Elite College Faculty | Inside Higher Ed

The Faculty Project offers Free Online Courses from Elite College Faculty | Inside Higher Ed | Innovation & Institutions, Will it Blend? | Scoop.it

Bricks and mortar institutions:  meet online disruptors in the academy.  Udemy is the next shoe dropping with its Faculty Project, online courses offered by professors at a number of top institutions.

 

This announcement comes right on the heels of news about a Stanford professor leaving his tenured job in order to reach bigger audiences that have flocked to his artificial intelligence course online.

 

Excerpt:

Udemy, a company that allows anyone to create and sell courses through its online platform, has announced a new area of its site, called The Faculty Project, devoted to courses by professors at a number of top institutions, such as Colgate, Duke University, Stanford University, Northwestern University, Vanderbilt University, the University of Virginia, Dartmouth College and Vassar College. While Udemy is a for-profit enterprise, the Faculty Project courses will be free.

 

The goal is to “elevate the brand,” according to Gagan Biyani, Udemy’s president and co-founder. The company says it has no immediate plans to monetize the Faculty Project, and would never do so without the input and permission of its faculty contributors.


Via Smithstorian, Keith Hampson PhD
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Curation Strategy at IBM: Collaboration, Empowered Intranet Communication [Video]

Curation Strategy at IBM: Collaboration, Empowered Intranet Communication [Video] | Innovation & Institutions, Will it Blend? | Scoop.it

It's been said that IBM's geniuses collective will challenge Apple's 1 genius model.


This post features an interview with IBM's VP for digital strategy & devel. highlighting their change/leading trend practice on internal curation.

 

I'm sharing Robin Good's ScoopIt  (curation commentator, blogger) geared for trend spotters, intranet managers and content strategists.

 

Mark Ragan interviews Ben Edwards, Vice-President for Digital Strategy and Development at IBM on  the changing landscape for corporate intranets.

 

What caught my attention:

 

- Effective internal collaboration within the company can bring to the development of new commercial products and services.

 

- Institutional and internally-produced professional content is declining and it is giving way to lots of new employee-generated content. 

 

- The company must be outward looking and play a role in suggesting what employee must be attention to.

 

- Curation is an effective approach to manage and extract greater value from such growing amount of content.

- Curation is about providing a trusted source that can  pick, select, suggest and "frame" what needs to be attention to. What is of value. 

 

- Curation is about being a subject matter expert on a specific "vertical" area of interest - and this is something a company may want to look into both for "external" and "internal" communications

 

- Companies like IBM are now enabling the "experts" within the company to communicate more and better. 

 

- The trend is toward cultivating more internal collaboration, and to enable our people to be great communicators who can create extra value out there

 

Insightful. 8/10

 

See the 9 min video interview here: http://www.hrcommunication.com/Main/Articles/7388.aspx 


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Why Best Buy is Going out of Business...Gradually - Forbes

Why Best Buy is Going out of Business...Gradually - Forbes | Innovation & Institutions, Will it Blend? | Scoop.it
Consumer electronics retailer Best Buy is doing everything wrong.


Yep, failure to innovate quickly enough in an age of rapid innovation.

Failure to know & implement HOW to innovation


The Wall Street Journal post on this curation site and this Forbes article make a good pair, a good mash-up of why Innovation and Institutions, Will it Blend is a continuing question on survivability.


Here's an excerpt:


....The company remains a ripe target for more nimble competitors.


...To discover the real reasons behind the company’s decline, just take this simple test. Walk into one of the company’s retail locations or shop online. And try, really try, not to lose your temper.


I admit. I can’t do it.


...According to the company’s website, it’s backordered but available for pickup at the store we visited. The item wasn’t there, however, and the sales staff had no information.


...my friend decided to buy some other blu-ray discs. Or at least he tried to, until we were “assisted” by a young, poorly groomed sales clerk from the TV department, who wandered over to interrogate us. What kind of TV do you have? Do you have a cable service, or a satellite service? Do you have a triple play service plan?


My friend politely but firmly told him he was not interested in switching his service...The used car style questions continued.


We left the store, my friend having made his purchase but both of us fuming. 

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The world's most creative cities > Does it translate to Innovation?

The world's most creative cities > Does it translate to Innovation? | Innovation & Institutions, Will it Blend? | Scoop.it

Tel Aviv, London, Sydney, Stockholm and Shanghai are booming with talent.


Because creativity is cultural.  [And so} the Martin Prosperity Institute at U of T’s Rotman School of Management has been studying the complex web of factors that encourage and sustain innovation in regions around the world.


The institute’s Global Creativity Index, first published in 2004,  measures a nation’s innovation potential, focusing on what it calls the Three Ts: technology, talent and tolerance.


"The GCI is really trying to help regions understand where they are," explains Kevin Stolarick, research director of the Martin Prosperity Institute. "Even when times are good, you have to worry about what comes next."


These  five cities —and some of their start-ups—are on the docket for having very bright futures.


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Educate & Demand, to Create a Sea of Manufacturing Jobs | Innovation Excellence

Educate & Demand, to Create a Sea of Manufacturing Jobs | Innovation Excellence | Innovation & Institutions, Will it Blend? | Scoop.it

The author believes his suggested "approach has a balanced time horizon – fill manufacturing jobs now and do the long term work to create millions of manufacturing jobs in the future."


...Our time horizon is limited to the presidential election cycle – four years, but the manufacturing rebirth will take decades....who has a long time horizon and money?


The DoD has both.  ...Before you call me a war hawk, this is simply a marriage of convenience. ...there is no better option.


The DoD should pull together their biggest contractors (industry) and decree that the stuff they buy will have radically reduced cost signatures and teach them and their sub-tier folks how to get it done.


No cost reduction, no contract.


The DoD should educate...to reduce material cost, assembly time, supply chain complexity, and time to market and demand the suppliers. Then, demand they demonstrate the learning by designing the next generation stuff.


...the new technologies will spill into non-DoD world (broad industry application) and create new generation products and a sea of manufacturing jobs.

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Times Higher Education - Innovation strategy 'ignores' funding and visa concerns

University strategies & policy:  Too little innovation?


Excerpt:  Wendy Piatt, director-general of the Russell Group of large research-intensive universities, welcomed many of the measures in the newly announced innovation strategy, but was disappointed it did not address concerns about postgraduate funding, or adopt the Russell Group's proposal for a new bank loan scheme for postgraduates.


She also called for more capital funding to be made available to universities, and for research to be exempted from the Freedom of Information Act.


David Price, vice-provost for research at University College London, praised the government for "the stability of its commitment to the research base" in difficult times.


He also said it was a pity the strategy's "fine words on the importance of mobile highly skilled people" had not translated into concessions regarding universities' continuing concerns about the government's new visa regulations.

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Tinkering and Technological Imagination, Mitch Resnick, Professor of Learning Research at the MIT Media Lab

Tinkering and Technological Imagination, Mitch Resnick, Professor of Learning Research at the MIT Media Lab | Innovation & Institutions, Will it Blend? | Scoop.it

Which companies create space for the adult level of tinkering?


"If we want more young people to choose a profession in one of the group of crucial fields known as STEM — science, technology, engineering and math — we ought to start cultivating these interests and skills early.  But the way to do so may not be the kind of highly structured and directed instruction that we usually associate with these subjects." ~ Time: In Praise of Tinkering.

 

A helpful video on tinkering is here, by Mitch Resnick, Professor of Learning Research at the MIT Media Lab.   Mitch is interviewed by Howard Rheingold, a cyberculture pioneer, social media innovator, and author of "Smart Mobs." In this video, he discusses the role of "making, tinkering, remixing" in next-generation learning and education.

 

Mitch develops new technologies and activities to engage people (especially children) in creative learning experiences. He is on the conference committee for the 2012 Digital Media & Learning Conference in San Francisco, Calif., Mar. 1-3.

 

 


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Transforming Service: Adobe’s Customer Immersion program, a work in progress

Transforming Service:  Adobe’s Customer Immersion program, a work in progress | Innovation & Institutions, Will it Blend? | Scoop.it

Forrester announced winners of the 2011 Voice of the Customer awards  at their annual Customer Experience Forum in June 2011, in New York.  Adobe, Fidelity Investments and JetBlue, were the 2011 award winners.


Adobe made significant changes in how they engage with their customers over the last 18 months.  Yet, in reading the commentary on the blog cited here, it seems they have a ways to go, as yet.  The blog post features these points:

  • Like Jet Blue, Adobe recognized they weren’t always easy to do business with, and were not consistently delivering the level the service customers expected.
  • Adobe’s Customer Immersion Program provides Adobe’s senior leaders with the opportunity to experience first-hand what our customers experience when they engage with Adobe.
  • Adobe’s Customer Listening Post facility brings customer experiences to life – - live video and data feeds showing what’s happing in real-time.
  • Front-line service and support agents are now equipped with better tools and resources to quickly resolve customer issues.

That said, there are two comments on this post that show some of the challenges ahead for customer immersion and managing the complexities of surprizing and delighting the customer these days.


Photo credit:  Immersion Iwona_kellie Creative Commons

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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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Technology in Education Gratitudes, Game Changers | Online Universities

Technology in Education Gratitudes, Game Changers | Online Universities | Innovation & Institutions, Will it Blend? | Scoop.it

Below are excepts on "four tech advancements that have changed the world of education, and why educators everywhere should be thankful for them."


The Internet
Aside from the computer itself, the Web is the most important technological advancement of the 20th Century, and its centrality to our lives is only increasing.  


For example:  online education – A democratizing force ?  A way to keep up with your field? Advance your education on your own terms? Connect advanced students into accelerated classes?


Social Media
If the Internet is a giant global brain, then social networks are the actual signals being sent


The others are Portable Devices and Desktop Publishing.  


Read on for the full take on much you can do for very little cash and tools that "turn any novice into a pro." 

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Talent is irrelevant ? (and so 1971 ) What makes for a talented group and innovative result?

Talent is irrelevant ? (and so 1971 ) What makes for a talented group and innovative result? | Innovation & Institutions, Will it Blend? | Scoop.it

At least, the author admits, talent is less relevant TODAY in this blog post:


  • Less work is being done by individuals and more work is being done by groups. 
  • Nobel prizes are increasingly awarded to multiple individuals, research papers increasingly cite numerous individuals
  • Inside our organizations more projects and objectives are anchored to groups of people. 
==

Individual ability / competence / talent are one variable among many in the equation. Putting a group of talented individuals at a table together does not make a talented group.


Relational skills, communication skills, empathy, flexibility…all of these are part of the equation as well.  And so is diversity.


Very likely our three most wasted assets inside the organization are knowledge, perspectives and heuristics…the stuff inside a persons brain, the mash up of their identity and experience.


When you bring a group together to do serious work, the bigger your aggregate collection of knowledge, perspectives and heuristics is, the more likely you are to have access to the tools necessary to generate an optimal result and the less likely you are to be limited and compromised by shared blind spots.

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Is the Metric the Message? How do we measure innovation? - O'Reilly Radar

Is the Metric the Message?  How do we measure innovation? - O'Reilly Radar | Innovation & Institutions, Will it Blend? | Scoop.it

As the curator of this Innovation & Institutions stream, the comments on this innovation metrics post are particularly telling - especially one of the last posted comments by Perla Ni:

"What about nonprofit innovation? There's even fewer good barometers for that. There's few patents and very rarely any formal R&D expenditures (maybe there should be!).

In my observation, there's very little devoted to either spurring innovation or measuring it in the nonprofit sector. This is a shame because the nonprofit sector deals with some of the biggest and most difficult challenges of our time. Nonprofits deal with everything ranging from teaching kids how to read, to providing hospice care for the dying, to helping human rights workers safely document their findings."

Tim O'Reilly's original post begins with IP, as relevant to his own impact in the tech, innovation world:
Menions: 1) IEEE's report on Patent Power, which lists the top companies ranked by number of patents, and 2) shared, useful commentary.

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Empathic Innovation | Looking Beyond What Is to What's Next

Empathic Innovation | Looking Beyond What Is to What's Next | Innovation & Institutions, Will it Blend? | Scoop.it

Many innovations come from a deeper level of customer and market understanding. They go beyond what current customers say they need. They solve problems that customers either don't realize they have or didn’t know could be solved.

Many new (or extended) products and services come from empathic innovation. These are innovations that flow from a deep empathy and understanding of the intended customers’ problems and aspirations.

Innovation Pathways include:

* Make sure the “voice of the market” pervades every part of your organization. Bring customers into your company offices and plants for visits, joint problem solving and planning sessions, celebrations, focus groups, conferences, barbecues, presentations, and the like. 

* Don’t allow any managers or staff (such as accountants, marketers, or human resource staff) to participate in decisions unless they’re spending a minimum of 25% of their time with current or prospective customers and partners in the market.

* Make your senior managers responsible for some business development and ongoing customer service. They should be spending 25 – 35 percent or more of their time with customers (the same amount of time should also be spent with external and internal partners).

* Identify your leading-edge external customers and partners and bring them into your product and service development processes. 

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Game-based Learning & Higher Education, Jane McGonigal & TED | Online Universities

Game-based Learning & Higher Education, Jane McGonigal & TED | Online Universities | Innovation & Institutions, Will it Blend? | Scoop.it

McGonigal’s hypothesis for higher education is that, if we can create engaging and fun games based on meaningful real world problems, we have the ability to leverage an incredible amount of energy and passion to solve the world’s biggest problems.


Urgent Optimism, Social Fabric, Blissful productivity and Epic Meaning are the four tenets proposed by game designer Jane McGonigal in her TED talk.  


Game-based learning is beginning to happen in the public schools. The work of Katie Salen and her Quest2Learn school in NYC and the work of University of Wisconsin gaming researcher Kurt Squire are two notable examples of the power of gaming in education and the impact that it can have on learning.


However, educational institutions are notoriously slow to change. The good news is that they may not be able to hold back a wave of change that is about to crest. Gaming has become an increasingly important part of culture and its spread into public education means that students entering college in the next several years are going to have an expectation that gaming will be a part of the college curriculum.


If higher education does not adapt to meet this demand, it may find itself in even deeper trouble than it already is as potential students seek alternative paths to have their interests satisfied. If an initiative such as the MacArthur Foundation’s digital badges takes hold, game-based learning may become an acceptable, even accredited, alternative path to higher education.


If that happens, the dams will burst and the most significant changes in education since the Industrial Revolution will sweep away previous notions of what learning looked like.


Photo credit:  by annais, Flickr Creative Commons


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Innovation Creation Geniuses, Be More Like IBM & Less Like Apple? | Seek Omega

Innovation Creation Geniuses, Be More Like IBM & Less Like Apple?  | Seek Omega | Innovation & Institutions, Will it Blend? | Scoop.it

Today’s Big Blue is the antithesis of Big Brother. It’s ‘Big Open’.  That’s why IBM — not Apple — represents the future workplace.


IBM:  Now a transparent, nimble, collaborative organization known more for listening and engaging customers than for dictating to them. While ironically, some say Apple now resembles Big Brother given their propensity for tight controls.


While Apple has been wildly successful, Fortune’s Adam Lashinsky describes as Apple’s genius led, culture of fear.


For the genius is always, as Benjamin Disraeli and later Peter Drucker predicted, succeeded by a “lieutenant of Marines” who understands the business but nothing else. So the company is only left with an innovation vacuum.


In IBM’s social business culture, the genius lies in the 400,000 employees who are free to create circumstances that enable their associates to build on each other’s ideas, fostering innovation through co-creation with its employees, suppliers, partners and customers.


Remove one genius, and there are thousands more in the network to fill the vacuum.


Deb: This is compelling. Do you agree? Meanwhile, how about those Steve Jobs dolls (Apple approved)?

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Thrivers who Beat Innovation's Toll on the American Corporation | Wall Street Journal

Thrivers who Beat Innovation's Toll on the American Corporation | Wall Street Journal | Innovation & Institutions, Will it Blend? | Scoop.it

Creative destruction is looming over companies like Kodak and Barnes & Noble, focusing American executive minds on two questions:

  1. Are large companies able to innovate quickly enough in an age of rapid disruption?
  2. And if they can, how do they do it?


This WSJ article offers up what I've seen as a recurring theme: 

  • The large companies that do manage to survive are ruthless about change.
  • The most successful ones aren't afraid to cannibalize their big revenue generators to build new businesses.


Thrivers: 

  • Johnson & Johnson, founded in 1886
  • International Business Machines Corp. just celebrated its 100th birthday
  • 35-year-old Apple Inc. has transformed itself from a small PC maker into a kingpin of mobile devices
  • Google Corp., founded in 1998, is finding new ways to grow beyond its core search engine advertising business


Top executives at successful big companies are a lot like those at small companies, said James W. Breyer, a partner at Facebook Inc. investor Accel Partners and a director at Wal-Mart Stores Inc. and Dell Inc.


Mr. Breyer described these executives as very smart, and able to diversify into new businesses while staying focused on a company's core.




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Entrepreneur meets Hyper-Local Business: On Zaarly, You Can (Usually) Get What You Want

Entrepreneur meets Hyper-Local Business: On Zaarly, You Can (Usually) Get What You Want | Innovation & Institutions, Will it Blend? | Scoop.it

It was debateable if this plays to institutional innovation, until I re-read the opening line, "This San Francisco startup is a matchmaker for renters and owners...Real estate biz take note.  Craig's list continues today fueled by real estate deals.


"The idea is contagious: What you want, when you want it. As soon as people hear it, they get it," says co-founder and CEO Bo Fishback, who left his post as vice president of entrepreneurship at the Kauffman Foundation to run the company.


His example is from the 2012 list of entrepreneurs to watch.   ==> Watching!

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Medicine Needs Frugal Innovation, Replacing the Stethoscope, Slow Adoption - Technology Review

Medicine Needs Frugal Innovation, Replacing the Stethoscope, Slow Adoption - Technology Review | Innovation & Institutions, Will it Blend? | Scoop.it

A low-cost pocket ultrasound device can see into the human heart. So why do so few doctors use it?


The stethoscope, invented by René Laënnec in 1816, didn't see routine use by the medical community for another 20 years. The lag in acceptance reflected the conservative nature of physicians, who objected to having to learn heart sounds and let an instrument get between their healing hands and the patient.


Nearly 200 years later, economic forces are greatly slowing the adoption of a powerful replacement for the stethoscope in cardiac medicine. Instead of listening to the heart of a patient, doctors can now watch it on a device no bigger than a cell phone—a high-resolution miniature ultrasound probe.


The author has not used a stethoscope to examine a patient's heart for the past two years in his clinic.

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Social Entrepreneurs, World Examples of Social Innovation & Change | World Economic Forum

Social Entrepreneurs, World Examples of Social Innovation & Change | World Economic Forum | Innovation & Institutions, Will it Blend? | Scoop.it

As different as their fields of engagement may be, they all share their commitment for social change and social innovation.



  • Victoria is from Tanzania. She founded SELFINA, realizing a micro-leasing arrangements to increase incomes of self-employed women.
.
  • Norbert from Germany, runs IQ consult: an agency for social innovation that offers training, coaching, micro-financing and mentoring for disadvantaged groups to increase employment.
.
  • 1001 fontaines, started by Chay, offers a simple, durable, and low-cost solution to supply drinking water in small communities in developing countries.

.

Victoria Kisyombe, Norbert Kunz and Lo Chay (from left to right) are three persons from three continents with three different stories.


They, along with around 30 other participants from 20 countries, gathered at the INSEAD Social Entrepreneurship Program in Singapore from the 28th of November till the 2nd of December 2012.

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Finding Innovation Help Next Door, Even in your Past, Forgotten Experience | Innovation Excellence |

Finding Innovation Help Next Door, Even in your Past, Forgotten Experience | Innovation Excellence | | Innovation & Institutions, Will it Blend? | Scoop.it

Great examples of ways to cultivate innovation - other companies in other industries, other verticals:  “Who else has solved a similar problem?”


A medical device company that made angioplasty equipment wanted to create a computer simulation that would predict how the “balloon” would expand.


Where did they turn for an accurate computer model?


In the past, they worked with car manufacturers and built statistical models that simulated the expansion and contraction of airbags. This proved to be a wildly accurate way of predicting how a balloon catheter would operate.


When you are working on your next business challenge, ask yourself:

“Who else has solved a similar problem?”


In doing so, you might significantly accelerate your innovation effort.


Blog author Stephen Shapiro is the author of five books including “Best Practices Are Stupid” and “Personality Poker” (both published by Penguin). 

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Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion

Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion | Innovation & Institutions, Will it Blend? | Scoop.it

How can change leaders support high performance, innovative teams? The infographic below cites 10 innovation strategies.  This is close.  There will be more of these process charts and innovation graphics.  


This one features:


Step 2:  Working at the organization's edges, the fringe & close to customers I've heard Dr. Jeff DeGraff talk about fringe teams this year at the Michigan Ross School of Business.


Step 3:  Culture that  supports experimentation, failure.  This is ubiquitous in mention, scarce in after-the-fact reporting.  Better known examples, 3M (Post-Its) and Google (Google Lab: Buzz, Wave, etc.)


Step 6: Customer immersion, pain points


Step 10:  Metrics, measures

 

Sources include:  Christensen & Raynor, The Innovator's Solution: Creating & Sustaining Successful Growth, 2003  


Note the continuous improvement language, adjusted slightly, a 'la W. Edwards Deming:  Ready, Aim, Fire, Adjust.  Like Plan, Do, Check, Act.


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Creative Disrupters: Working Outside The Business Norm | Fast Company

Creative Disrupters: Working Outside The Business Norm | Fast Company | Innovation & Institutions, Will it Blend? | Scoop.it

Gotta love big company disruptors using positive weapons of creativity, not the Borg, Klingons types, heh.


This is a great series of posts on  risk takers and creativity in institutions.  For example:


When Maryam Banikarim was a marketing SVP at NBC Universal, she helped organize a day to celebrate the merger with Comcast.


"[My bosses] were like, 'We need a gift for employees." But I didn't want to give a meaningless tchotchke.


So I came up with a purpose line--that NBC Universal is in the idea business--and a new gift to match it."


All 30,000 employees got Moleskine notebooks that had sketches of great ideas:

  • the back of a napkin note that became SNL, 
  • the cable transponder that became Comcast's business. 

The letter attached said, 'All great ideas were created by somebody,' and encouraged employees to submit their own.


"People told me the project wouldn't get approved, that it was way too esoteric. But it was a huge hit."


~ MARYAM BANIKARIM > SVP AND CMO, GANNETT

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Leading Change: Three Major Misconceptions That Hinder Innovation

Leading Change: Three Major Misconceptions That Hinder Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

"Innovation has become vital for value creation. More than ever will it distinguish successful institutions from the less successful..."


Three fundamental misconceptions stick out.


1. Innovation is synonym for change:

Too often innovation and change initiatives are mixed up. Many change initiatives are actually improvement oriented and based on knowledge and examples that are already available in the marketplace (best practices, benchmarks, pilots), and are therefore not innovative.


Real innovation requires a company to go first, to go where no one has been before; to be a leader rather than a follower.


2. Innovation is a business goal as any other:

Research shows that successful innovation depends on the level of strategic alignment in the organization: alignment between the corporate strategy, the innovation strategy and the corporate culture (see a recent study in S+B on this). Innovation is therefore more fundamental.


It requires a specific innovation strategy and culture, based on:

  • a profound understanding of the external developments, 
  • how we adjust our strategy to it, 
  • in what part of the business (products, services, processes, systems) we need to innovate, 
  • how we use our qualities and competencies to create innovation, 
  • what competencies we are missing and need to develop, 
  • how we deal with trial & error and failure, 
  • how we will change the way we work in teams, 
  • how we will refocus resources.
=

3. An innovation culture is something you can copy from successful innovative companies:   Wrong, doing what others do is not innovating! You can learn lessons from others, but you will have to translate those to your own reality.

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Deb Nystrom, REVELN's comment, December 19, 2011 11:54 AM
Also from Deb: This is one of the better blog posts I've seen out there, especially highlighting specific differences between innovation strategy and change management. The list alone mirrors recent innovation consulting strategy in consulting organizations.
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The Innovation Cities™ Report by 2thinknow : USA Australia Canada Europe Asia

The Innovation Cities™ Report by 2thinknow : USA Australia Canada Europe Asia | Innovation & Institutions, Will it Blend? | Scoop.it
The Innovation Cities™ Framework [ICF] by 2thinknow is a broad-based framework for measurement, comparison, planning and change in and between cities. City performance in 3 factors, 31 city industry and community segments, and 162 city indicators.
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Universities should be innovative, academic says

Universities should be innovative, academic says | Innovation & Institutions, Will it Blend? | Scoop.it
‘Meeting the needs of society is crucial'...

"Universities have to work and stitch around the community's needs. Otherwise we will continue to be seen as ivory towers."

Research incubators
Universities also have to move from the realm of research to commercial business opportunities, said Gabriel, and this means taking ideas beyond the laboratory.

Ways to do this include technology transfer offices and seeking funding to build research incubators but these activities need to have the end user in mind.

Gabriel said Abu Dhabi and the UAE, which has seen new institutions and companies established, are in a position to do things and think about who benefits from teaching and research.

According to Gabriel, universities can achieve economic success by having:

* Specialisation and differentiation — recognising true institutional excellence
Focused graduate programme expansions that feed into priority areas

* New approach to faculty contract length and compensation to attract and retain top-notch researchers and scientists

* Incorporate intellectual property approaches that maximise economic benefit and encourage entrepreneurs.
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