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An Innovator has the Obligation to… Fail - Innovation Excellence (blog)

An Innovator has the Obligation to… Fail - Innovation Excellence (blog) | Innovation Management | Scoop.it
An Innovator has the Obligation to… Fail
Innovation Excellence (blog)
...
Dr. Dan Kirsch's insight:

Innovation is simply the failure that didn't fail.

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KM Elevator Speeches – 6 Fatal Errors

KM Elevator Speeches – 6 Fatal Errors | Innovation Management | Scoop.it
Delivering a Killer Knowledge Management Elevator Speech - Avoid These 6 Fatal Errors!
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Creating Outlets for Cross-Functional Collaboration

Creating Outlets for Cross-Functional Collaboration | Innovation Management | Scoop.it
Dr. Dan:  Yes, but...let's ensure that the collaboration is more than singing Kumbay around the campfire while holding hands, shall we?Dr. Dan Kirsch's
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Mike Suman: Can lean kill innovation - you be judge - Mlive Kalamazoo

Mike Suman: Can lean kill innovation - you be judge - Mlive Kalamazoo | Innovation Management | Scoop.it
Mike Suman: Can lean kill innovation - you be judge
Mlive Kalamazoo
What we found is clearly ownership was sincere and clearly ready to look at changing anything to unclog the innovation pipes.
Dr. Dan Kirsch's insight:

Great read and very much in line with a point that I myself am often making -- we can get so wrapped up in feeding the Lean beastie that we then factor out any opportunities to allow for innovation.  We've seen the same thing done throughout the entire process improvement era, and it continues with Lean.  3M makes a great case study on how Lean caused some serious damage to their ability to drive innovation -- until they started ensuring that Lean didn't kill innovation.

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Think Carefully About Where You Put the Office Bathroom

Think Carefully About Where You Put the Office Bathroom | Innovation Management | Scoop.it

"Why the placement of your office bathroom matters."

Dr. Dan Kirsch's insight:

SBP:  Strategic Bathroom Placement.  But it's not truly about where a bathroom is located so much as it is about creating a physical environment that provides ample opportunity for people to interact, and then encouraging and allowing that interaction.  Apple, Google, 3M and others have all turned this concept into an organizational "way of life" but you don't always have to go to that extent to take advantage of the knowledge sharing brought about by socialization.  Little things can help to shape the environment, to nuture the roots of collaboration.  

 

Take for example, "Beer Cart Friday" at Advance Medical (http://www.usatoday.com/story/money/business/2013/03/08/beer-cart-friday/1973789/) where CEO Jennifer Fuicelli uses -- yes, beer as a catalyst for creating a high performing corporate culture.  She's also incorporated costumes on Halloween, cookouts and what she calls a "get out of jail free" card used by employees to receive a paid day off on their birthday.

 

Organizational cultures that support socialization and collaboration create something extremely important -- trust amongst those who you spend a significant chunk of your life with.  Trust and sharing knowledge go hand in hand.  Sharing knowledge and collaboration are what fuel organizations such as Apple, Google and 3M, and it's clearly one critical part of their innovation generating machines.

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Dr. Dan Kirsch's curator insight, July 14, 2013 8:04 AM

SBP:  Strategic Bathroom Placement.  But it's not truly about where a bathroom is located so much as it is about creating a physical environment that provides ample opportunity for people to interact, and then encouraging and allowing that interaction.  Apple, Google, 3M and others have all turned this concept into an organizational "way of life" but you don't always have to go to that extent to take advantage of the knowledge sharing brought about by socialization.  Little things can help to shape the environment, to nuture the roots of collaboration.  

 

Take for example, "Beer Cart Friday" at Advance Medical (http://www.usatoday.com/story/money/business/2013/03/08/beer-cart-friday/1973789/) where CEO Jennifer Fuicelli uses -- yes, beer as a catalyst for creating a high performing corporate culture.  She's also incorporated costumes on Halloween, cookouts and what she calls a "get out of jail free" card used by employees to receive a paid day off on their birthday.

 

Organizational cultures that support socialization and collaboration create something extremely important -- trust amongst those who you spend a significant chunk of your life with.  Trust and sharing knowledge go hand in hand.  Sharing knowledge and collaboration are what fuel organizations such as Apple, Google and 3M, and it's clearly one critical part of their innovation generating machines.

Dr. Dan Kirsch's curator insight, July 14, 2013 8:08 AM

SBP:  Strategic Bathroom Placement.  But it's not truly about where a bathroom is located so much as it is about creating a physical environment that provides ample opportunity for people to interact, and then encouraging and allowing that interaction.  Apple, Google, 3M and others have all turned this concept into an organizational "way of life" but you don't always have to go to that extent to take advantage of the knowledge sharing brought about by socialization.  Little things can help to shape the environment, to nuture the roots of collaboration.  

 

Take for example, "Beer Cart Friday" at Advance Medical (http://www.usatoday.com/story/money/business/2013/03/08/beer-cart-friday/1973789/) where CEO Jennifer Fuicelli uses -- yes, beer as a catalyst for creating a high performing corporate culture.  She's also incorporated costumes on Halloween, cookouts and what she calls a "get out of jail free" card used by employees to receive a paid day off on their birthday.

 

Organizational cultures that support socialization and collaboration create something extremely important -- trust amongst those who you spend a significant chunk of your life with.  Trust and sharing knowledge go hand in hand.  Sharing knowledge and collaboration are what fuel organizations such as Apple, Google and 3M, and it's clearly one critical part of their innovation generating machines.

Dr. Dan Kirsch's curator insight, July 14, 2013 8:08 AM

SBP:  Strategic Bathroom Placement.  But it's not truly about where a bathroom is located so much as it is about creating a physical environment that provides ample opportunity for people to interact, and then encouraging and allowing that interaction.  Apple, Google, 3M and others have all turned this concept into an organizational "way of life" but you don't always have to go to that extent to take advantage of the knowledge sharing brought about by socialization.  Little things can help to shape the environment, to nuture the roots of collaboration.  

 

Take for example, "Beer Cart Friday" at Advance Medical (http://www.usatoday.com/story/money/business/2013/03/08/beer-cart-friday/1973789/) where CEO Jennifer Fuicelli uses -- yes, beer as a catalyst for creating a high performing corporate culture.  She's also incorporated costumes on Halloween, cookouts and what she calls a "get out of jail free" card used by employees to receive a paid day off on their birthday.

 

Organizational cultures that support socialization and collaboration create something extremely important -- trust amongst those who you spend a significant chunk of your life with.  Trust and sharing knowledge go hand in hand.  Sharing knowledge and collaboration are what fuel organizations such as Apple, Google and 3M, and it's clearly one critical part of their innovation generating machines.

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Why Innovate: The Link Between Strategy and Innovation

Why Innovate: The Link Between Strategy and Innovation | Innovation Management | Scoop.it
The “why” of innovation is simple: change is accelerating and we don’t know what’s coming in the future, which means that we must innovate to both prepare for change, and to make change.

Via Peter Verschuere, Dr. Dan Kirsch
Dr. Dan Kirsch's insight:

Why Important:  "Innovation by your competitors and by your own firm causes existing products, services, and business models, and indeed entire businesses, to become obsolete."  The short version is innovate or die as a business.

 

What it's about:  A look at innovation and strategy connections at Apple, Cisco, Blockbuster, IBM, and Coca Cola.

 

Obviously some of those examples are better than others....

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Dr. Dan Kirsch's curator insight, July 12, 2013 6:07 AM

Why Important:  "Innovation by your competitors and by your own firm causes existing products, services, and business models, and indeed entire businesses, to become obsolete."  The short version is innovate or die as a business.

 

What it's about:  A look at innovation and strategy connections at Apple, Cisco, Blockbuster, IBM, and Coca Cola.

 

Obviously some of those examples are better than others....

Mindy M Walker's curator insight, July 13, 2013 10:33 AM

You can download chapter one of this book, too.

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Innovate or perish. It’s the new business reality. Is your company ready? | Innovation Management

Innovate or perish. It’s the new business reality. Is your company ready? | Innovation Management | Innovation Management | Scoop.it
Innovation isn’t a natural mindset for most leaders—or for the companies they work for—but the good news is that innovation can be learned.
Dr. Dan Kirsch's insight:

And unfortunately not everyone seems to "get" it yet:  "...today’s competitive advantage may become tomorrow’s albatross unless leaders make innovation a strategic priority."

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Dr. Dan Kirsch's curator insight, July 8, 2013 10:55 AM

And unfortunately not everyone seems to "get" it yet:  "...today’s competitive advantage may become tomorrow’s albatross unless leaders make innovation a strategic priority."

 

And of course the other side of the same coin is that any organization that fails to cultivate and utilize its unique knowledge is much more likely to become that albatross.

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Innovation Strategy: 4 Key Tactics of Top Growth Companies

Innovation Strategy: 4 Key Tactics of Top Growth Companies | Innovation Management | Scoop.it
An expert in innovation strategy shares four keys to organizational innovation and growth in this Harvard professional development blog post. (How #innovation defies the laws of economic gravity? Learn from #Apple & #Amazon.
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Innovation Excellence | Five Steps to More Engaged Employees

Only 3 out of 10 American employees feel engaged with the companies they work for. Here’s how to raise that number in your organization.
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managing-open-innovation-survey-report.pdf

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The strength of weak ties

The strength of weak ties | Innovation Management | Scoop.it
The relationships between individuals with weak ties generate more innovation that those between individuals with a more constant and related relationships.
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Bob Bromley's Big Problem - A blog on innovation inspired by Dr Seuss

Bob Bromley's Big Problem - A blog on innovation inspired by Dr Seuss | Innovation Management | Scoop.it
Bob Bromley was an important man, he wore an important tie He worked in important offices that were way up in the sky His company made Flizzles and had done so for 60 years Since his grandfather in...
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Get to Grips with Open Innovation with a Free Book - IdeaConnection

Get to Grips with Open Innovation with a Free Book - IdeaConnection | Innovation Management | Scoop.it
10 Burning Questions: Your New Starting Guide to Open Innovation and Crowdsourcing Success is a free interactive eBook guide to best practices and smart ways to achieve business success through adopting OI practices.
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Another Face Palm Moment : The Innovation Management Maturity Model

Another Face Palm Moment : The Innovation Management Maturity Model | Innovation Management | Scoop.it

Dr. Dan:  Yupper, yet another so-called "maturity model" which deserves a SUPER face palm recognition for declaring that the "highest maturity organizations embody the three categories of people, process, and tools."


Dr. Dan Kirsch's insight:

Seriously?  Again?  Apparently.  This time an "Innovation Management Maturity Model."


Yes, another so-called "maturity model" that declares that you aren't actually doing innovation unless....wait for it....you are using tools as outlined in the model.  Yup, and the even used that "three-legged stool" metaphor.


And in a great piece of irony....the folks behind this model apparently were conducting a study in which "very few" organizations were at the top levels of maturity because they didn't "embody the three categories of people, process, and tools as outlined in the model."


A peek at what they consider the "tools" to be all about really clears that up for us -- seems that to reach a high level of maturity that you must have in place a Product Portfolio Management (PPM) system that "automates processes."  Which all boils down to utilizing a system sold by (drum roll, please!)....the company that puts out the "Innovation Management Maturity Model" (and who also wrote what seems to be a lot like a marketing fluff piece).


I find it interesting that when you run into "maturity models" that you find that the model has more to do with selling the services of those who create a model than anything else.


And while we're at it, let's take a whack at what they describe as "mature" in the area of "process" -- that would be according to the study, the "automation of the commercialization process" and they "have fully automated and standardized processes."  Glad we cleared that up!


Okay, I think that we've seen enough and we should probably just move along to our regularly scheduled days.  But thanks to them for an opportunity to employ a Super Face Palm!

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Opportunity-Driven Networking to Increase Collaboration

Opportunity-Driven Networking to Increase Collaboration | Innovation Management | Scoop.it

Increasing opportunities for innovation through social networking collaboration.

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Dr. Dan Kirsch's curator insight, October 24, 2013 9:09 AM

I think that this is a rather interesting concept conveyed quite simply -- that Social Networks increase Opportunity-Driven collaboration through informal networks.


I believe though that within the innovation driven organization that the "sweet spot" however may actually be where the overlapping occurs between Communities of Practice (CoP) and Social Networks.


My basis for that thought is that we know that new knowledge fuels innovation.  And we've learned through many years of studying the impact that increasing the degree and depth of networking has upon knowledge capture, knowledge transfer and those relationships to developing new knowledge (e.g., Nonaka's SECI model).  I think then that by increasing the network connectivity to the CoPs as well as the  networking within the CoPs and the organization itself, that you will see exponential increased exposure to new knowledge that can be applied to not only solving existing problems but to make those disruptive leaps.  


An example of this application could be to consider pursuit of Best Practice where unless your organization is asleep at the wheel, you should already be aware of an applicable industry-wide best practice.  So the real gain can be found by seeking those Best Practices that come from outside of your industry -- that is the "diversity of ideas" meets the need to "solve problems."



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Putting the Solution Cart Before the Innovation Horse – Innovation Excellence (blog)

Putting the Solution Cart Before the Innovation Horse – Innovation Excellence (blog) | Innovation Management | Scoop.it
Putting the Solution Cart Before the Innovation HorseInnovation Excellence (blog)Putting the Solution Cart Before the Innovation Horse So, here it comes again.
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Rethinking the Work of Leadership

Rethinking the Work of Leadership | Innovation Management | Scoop.it

Here we are in 2013 with organizational leadership models that continue to deny the social nature of organizations and wallow in inertia.

 

Our leadership practices remain authoritative. People are disengaged, distrusting and perhaps even disenfranchised.


Via Kenneth Mikkelsen
Dr. Dan Kirsch's insight:

If it were only so in the land of Dilbert.  Unfortunately this is pervasive in many organizations - lack of trust, lack of sharing knowledge and no collaboration all go hand in hand and are together the tools of a failure to innovate.

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Dr. Dan Kirsch's curator insight, July 14, 2013 8:44 AM

If it were only so in the land of Dilbert.  Unfortunately this is pervasive in many organizations - lack of trust, lack of sharing knowledge and no collaboration all go hand in hand and are together the tools of a failure to innovate.

Andy Brough's comment, July 15, 2013 4:24 AM
Leaders will need to work hard to create a deeper sense of engagement, trust and empowerment
AlGonzalezinfo's curator insight, July 25, 2013 8:31 AM

Wonderul Scoop Kenneth!  I am currently working on understanding inclusion by exploring exclusion and this is absolutely perfect!  

 

While we may have a "diverse" employee base"  if we have authoritative and distrusting cultures, it is impossible to have inclusion!

 

 

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Balancing Innovation via Organizational Ambidexterity - Innovation Excellence (blog)

Balancing Innovation via Organizational Ambidexterity - Innovation Excellence (blog) | Innovation Management | Scoop.it
Balancing Innovation via Organizational Ambidexterity
Innovation Excellence (blog)
Commonly, incremental innovation is defined as the refinement, improvement, and exploitation of existing technology, offerings and business models.
Dr. Dan Kirsch's insight:

Radical and incremental Innovation – two types of innovation that I've been stressing for a long time, and the need to balance both.

 

And for those who've been through my KM certification workshop, this should sound all too familiar with regard to our discussions on balancing knowledge strategy approaches.

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Dr. Dan Kirsch's curator insight, July 12, 2013 7:15 AM

Radical and incremental Innovation – two types of innovation that I've been stressing for a long time, and the need to balance both.


And for those who've been through my KM certification workshop, this should sound all too familiar with regard to our discussions on balancing knowledge strategy approaches.

Dr. Dan Kirsch's curator insight, July 12, 2013 7:17 AM

Radical and incremental Innovation – two types of innovation that I've been stressing for a long time, and the need to balance both.

 

And for those who've been through my KM certification workshop, this should sound all too familiar with regard to our discussions on balancing knowledge strategy approaches.

Dr. Dan Kirsch's curator insight, July 12, 2013 7:17 AM

Radical and incremental Innovation – two types of innovation that I've been stressing for a long time, and the need to balance both.

 

And for those who've been through my KM certification workshop, this should sound all too familiar with regard to our discussions on balancing knowledge strategy approaches.

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The End of the Great-Man Theory of Innovation - Businessweek

The End of the Great-Man Theory of Innovation - Businessweek | Innovation Management | Scoop.it
The End of the Great-Man Theory of Innovation
Businessweek
Collaborative innovation is the sort of concept that periodically seizes management circles. Most people have heard about it, something to do with mixed teams of insiders and outsiders.
Dr. Dan Kirsch's insight:

"Not surprisingly, the push for new ways of tapping talent is coming less from the C-suite than from operations managers, who need reliable access to specialized skills. "

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The culture of innovation is a necessity for change: Are you a culture crusher or culture creator?

The culture of innovation is a necessity for change: Are you a culture crusher or culture creator? | Innovation Management | Scoop.it
As I look at this little guy at school in Rwanda I am reminded how much we need a culture of innovation - one that thinks differently about today's (and yesterday's) normality. We must bring soluti...
Dr. Dan Kirsch's insight:

Or could it be that you are just really good at picking the right answer to the "pop quiz"???

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5 Signs that Your Organization is Truly Committed to Innovation

5 Signs that Your Organization is Truly Committed to Innovation | Innovation Management | Scoop.it

Companies say they want to innovate… but are they truly committed? Since so much in an organization inherently works against successful innovation, an organization has to truly be committed to the innovation effort to move beyond a list of “good ideas” into successful commercialization. How can you tell if your organization is truly committed to innovation?  Here are some signs to look for. - See more at: http://www.cloverleafinnovation.com/blog/5-signs-organization-committed-innovation/#sthash.kvnmmkEM.dpuf


Via Peter Verschuere, Dr. Dan Kirsch
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Dr. Dan Kirsch's curator insight, July 5, 2013 6:32 AM

And pretty much the same can be said about organizational committment to Knowledge Management (that what supports KM).

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The Innovation of What If - Rebel Brown

The Innovation of What If - Rebel Brown | Innovation Management | Scoop.it
By asking "What If?" we open our conscious minds to innovation, creativity and a fresh perspective. (The Innovation of What If?
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Innovation: A Definition

Innovation: A Definition | Innovation Management | Scoop.it
This article defines innovation and discusses the different types of innovation. It also provides quotes about innovation from successful innovators.
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Why Every Business Should Consider Innovation Teams - Innovation Excellence (blog)

Why Every Business Should Consider Innovation Teams
Innovation Excellence (blog)
By decoupling innovation from operations, you run the risk of separating innovation activity from where money is made.
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Open Source and Intel Capital: Disruption Drives Innovation

Intel's early investments in Open Source have helped underscore the importance of disruptive innovation in creating the building blocks of the next generatio...
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