Successful innovations typically follow invisible development paths and require acts of individual heroism or a heavy dose of serendipity. Successive efforts to jump-start innovation through, say, hack-a-thons, cash prizes for inventive concepts, and on-again, off-again task forces frequently prove fruitless. Great ideas remain captive in the heads of employees, innovation initiatives take way too long, and the ideas that are developed are not necessarily the best efforts or the best fit with strategic priorities.
Turning ideas into numbers and knowing the characteristics of the Ideal Idea (0.00iur) is like having a compass and knowing the safe harbor where the minimal risks of innovation converge.
Convertir las ideas en los números y conocer las características de la Idea Ideal (0.00iur) es como tener una brújula y conocer el puerto seguro donde los riesgos mínimos de innovación convergen.
En este artículo de Rui Santo se explora matemáticamente como identificar las ideas deseadas por los usuarios, extraídos de fórmulas matemáticas simplificadas,que elimina incertidumbres y discusiones apasionadas, que son poco útil en la elección de las ideas.
Innovation management (IM) is a multidisciplinary field which has been growing for the past few decades. However, the management of innovation is often considered equivalent to technology management or the management of research and development.
By focusing on a set of small- and medium-sized enterprises operating in a medium-high-tech industry, the paper intends to determine the characteristics of IM tools. In particular, we address one of these tools, technology watch (TW), and define a set of generic stages to introduce the most relevant roles for its implementation. TW consists of the systematic observation, analysis and use of technological information, allowing companies to be aware of their external environment and learn from it. Through the implementation of TW processes, companies are able to assess and adapt their current technological base and the fit of their internal competences to the signals coming from the external environment.
In this article I intend to indicate the manufacturing’s evolution through Innovation, the real Innovation in Manufacturing. I am calling it Innofacturing.
In production, the manufacturers should implement programs to improve labor and capital productivity through Operational Excellence. By incorporating energy and materials parameters into product-design approaches, manufacturers could reduce the use of materials that are nonrenewable, hazardous, difficult to source, or expensive. Changes to product design could increase opportunities for recycling and reusing components and materials at the end of product’s life cycle.
For value recovery, companies can satisfy their resource needs by recycling and reusing materials historically discarded as waste. Those involved in waste management and the use of great technological advances to pave the way by developing services that allow manufacturers to capture value from materials left over after production or after a product has reached the end of its life cycle.
In supply-circle management the companies could transform their supply chains into supply circles, emphasizes that materials can be looped back into the production process after they have fulfilled their utility over the life of a product.
Heidi Hattendorf, director of Innovation Development, Motorola Solutions takes a deep dive into how you can create an innovation framework at your company that will positively impact your business results and culture. The article describes seven steps that will help you implement an “inside out” approach to innovation at your company.
From leadership sponsors to employees, it takes engagement from all levels across a company to make an innovation framework successful. The rewards of seeing ideas grow to prototypes and ultimately to new customer deliverables keep innovators looking for what’s next. And when pulled together, these seven steps create a powerful, collaborative system to ignite innovation at your company.
PM covers the implementation of the innovation strategy. There are other key elements in innovation management such as Stage/Gate, project management and governance; but the portfolio pulls everything together to ensure that what actually happens in practice is aligned with the strategic intent. Without successful execution, strategically aligned portfolios stay as well thought out documents. OPM converts purpose into a plan. It helps a company implement the current portfolio and to carry out multi-project management efficiently.
Every department, geographical business or other organizational element involved in a number of innovation projects needs to allocate resource to deliver its obligations. OPM functions as a dashboard, enabling integrated planning and tactical resource allocation, balancing hard and soft skills across project requirements. Furthermore, OPM allows management of interdependencies across on-going projects, maximizing efficiency across the entire innovation portfolio.
En este artículo del prestigiado Harvard Business Review se exploran las responsabilidades que los responsables de la administración de la innovación en distintas empresas llevan a cabo dentro de dichas organizaciones.
Cabe descatar que los sigientes son responsabilidades que se repiten en mayor o menor medida al hablar de un gerente de innovación:
Dar soporte a las mejores prácticas
Dar soporte a las iniciativas de las unidades de negocio
Identificar nuevas oportunidades de mercado
Facilitar la generación de ideas
Dirigir el capital semilla
Dieñar y albergar proyectos prometedores
Puedes revisar el artículo completo en nuestro archivo: Innovation Management
If you want to survive in the competitive world, being innovative is not sufficient. You should manage your innovation strategy.
At the first steps, you obtain a product which is something new and you can sell it at higher profit margins but you have a real cost of inventing something new. Problem is that being innovative is a real bit expensive and there are some followers who are really good at applying rather than inventing. As time passes, excitement of new product, replaces itself with economic products. Hence, innovation forces you to understand this life cycle and you should invent again and again.
Large corporations with stable, strong-functioning employee innovation programs seem to achieve measurable success irrespective of industry or market.
In many North American organizations, the success of corporate innovation is being supported by the presence of a well-conceived, carefully selected Chief Innovation Officer (CINO). A CINO brings daily focus to the development of a comprehensive innovation portfolio, learning and capability development, implementation of processes and tools for enterprise innovation, and the introduction of capabilities such as Design Thinking or Lean Start-Up that likely will assist business units to attain stretch growth goals. Without a CINO, most organizations experience inconsistent, sometimes incompatible pockets of innovation effort. A CINO can contribute to consistent innovation at scale, with proper speed and cadence.
This is part one of a two-parts article co-written by Ralph Ohr and Kevin McFarthing on strategically-aligned initiatives: IPM, SPM and OPM.
Innovation is required to lead to short-term returns through optimization of existing products, services and business models. However, it also plays a central role to secure long-term survival by exploring new territories, whether geographic or new business. Many companies unintentionally harvest their core business through pushing short-term performance while losing out on long-term investments to stay ahead of the game. Sustainable innovation management must therefore be targeted at identifying and developing future businesses in parallel to optimizing current ones. Successfully integrating different time horizons turns out to be an imperative in innovation management. Related to this balance, simultaneous management of incremental and radical innovation via ambidextrous organizational setups is crucial to build a dynamic innovation capability.
New product development exists in just about every company, yet the success rates for developing new products is often abysmal.
That’s where innovation management comes into play. It’s more than just new product development: Innovation management means that the company:
Identifies the business intent behind innovation;Understands the opportunities and insights within the industry;Identifies the spaces within which to innovate (current markets, adjacent markets, or new markets);Builds robust business concepts and growth platforms instead of fragmented ideas; andTurns concepts into business cases with winnable and sustainable business models.
Yes, there is some overlap towards the end of the innovation management process with the new product development process. But what’s different is the up-front investment in time and resources to develop a strong understanding of what kinds of products, services, or experiences are a good fit with respect to both the company’s goals and capabilities, and the customers’ needs.
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