Kreativitätsdenken
Follow
Find tag "Innovation"
9.4K views | +6 today
Kreativitätsdenken
Innovationsprozess für unser Denken. Strategische Innovation für Teams | http://www.kreativitaetsdenken.de
Curated by Thomas Menk
Your new post is loading...
Your new post is loading...
Scooped by Thomas Menk
Scoop.it!

Teaching Innovation and Problem Solving

Teaching Innovation and Problem Solving | Kreativitätsdenken | Scoop.it

Business leaders are calling for workers who can solve problems and innovate solutions, but how can educators teach such abstract skills? After all, isn't every problem unique? Doesn't every solution differ? Yes. But the fundamental tools of problems solving are common to all situations, and they can be taught. The two most important mental tools are critical thinking and creative thinking.


Critical thinking is convergent. It focuses intently on a topic, paying careful attention to logic and rules. Critical thinking breaks a subject into its parts and investigates how the parts relate to each other: categorizing, sequencing, comparing, ranking. It is in-the-box thinking.


Creative thinking is divergent. It sees a topic as a whole and imagines it as an analogy for something else: envisioning, improvising, riffing, wondering. Creative thinking reaches out to explore possibilities and defies convention and rules. It is out-of-the-box thinking.......

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

6 Tips On Driving Innovation - Even If You Think Your Boss Will Say No

6 Tips On Driving Innovation - Even If You Think Your Boss Will Say No | Kreativitätsdenken | Scoop.it

Matt Kingdon is the co-founder and co-chairman of ?What If!, the company he set up with Dave Allan in 1992 to partner clients who were enthusiastic about innovation but stuck on how to make it happen. Today ?What If! has offices in three continents and works with businesses in all sectors – including big names such as Google, PepsiCo, Pfizer and Virgin – and Kingdon’s passion for innovation is stronger than ever. Speaking to him, you get the strong sense that he won’t take “no” for an answer – and all his key themes are backed up with strong, practical strategies that address those times when “no” is what you’re hearing. His book The Science of Serendipity: How to Unlock the Promise of Innovation in Large Organisations, focuses on the specific problems that innovators face in large businesses and is guaranteed to fire up anyone with good ideas who’s seeking ways to implement them. Readers might also be interested to learn that serendipity doesn’t mean exactly what they might have thought it did …....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Tricked by Intuition

Tricked by Intuition | Kreativitätsdenken | Scoop.it

Designers rely on intuition when developing and detailing concepts but must still keep the business opportunity in mind, looking for ways of creating value. The better understanding they have of business concepts and of their assumptions, the better their intuition is for making tradeoffs and securing business success. Including designers in developing the business opportunity not only helps them see the complete picture, it also makes them less prone to be tricked by their intuition. Recent research at Hanyang University, in Seoul, South Korea provided valuable insights into the decision biases that most commonly trick teams. Here is the list of the top ten biases, in descending order of occurrence, with suggestions on how to identify and avoid being tricked by one's intuition.....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Innovation's four lenses

Innovation's four lenses | Kreativitätsdenken | Scoop.it


Where do innovations come from? How do you generate an idea that is so radical – so compelling – that it fundamentally alters customer expectations, or reinvents the cost structure in your industry, or redefines the basis for competition? Despite all the attention innovation has received in recent years, the innovation process itself remains little understood. There is still a sense that innovation is a mysterious mix of happenstance, individual brilliance and the occasional bolt of lightning.

Clearly, intuition and creative ingenuity – as well as serendipity – are part of the innovation equation. But what if we could unpack the discovery process much more precisely by getting inside the mind of the innovator? What if we could open up that mysterious “black box” and take a good look at how it works? What if we could find out how radical innovators – people like Steve Jobs, Richard Branson or Bill Gates – came up with their breakthrough ideas? And most importantly, what if we could actually reverse-engineer this process?.....

more...
No comment yet.
Rescooped by Thomas Menk from Innovation & Zukunft
Scoop.it!

Innovation can be Trained


"Innovators actively desire to change the status quo, and they regularly take smart risks to make it happen." - Clayton Christensen 


Via Justin Jones, Günter Schumacher
more...
Scooped by Thomas Menk
Scoop.it!

Innovation: Freiraum für glückliche Zufälle | Andreas Zeuch

Innovation: Freiraum für glückliche Zufälle | Andreas Zeuch | Kreativitätsdenken | Scoop.it

Ich weiß nicht, ob Sie das durch und durch innovative Unternehmen W. L. Gore kennen. Aber sicherlich kennen Sie Gore-Tex, eines seiner weltweit erfolgreichsten Produkte. Das Gewebe wird in Jacken und Schuhen verbaut, so dass wasserdichte aber dampfdurchlässige Produkte entstehen, die wir alle mittlerweile schätzen. W. L. Gore stellt aber noch weitaus mehr her, auch in völlig anderen Marktsegmenten. Die Erfolgsgeschichte eines Produktes illustriert das, was ich in dieser Kolumne als „Möglichkeitsräume“ vorstelle und kurz erläutere. Bei W. L. Gore gibt es die „Steckenpferdzeit“: Die Mitarbeiter dürfen bis zu 20 Prozent ihrer Arbeitszeit, also bei einer 5-Tage-Woche bis zu einem Arbeitstag, in die Vorbereitung und Durchführung eigener, selbstgewählter Projekte investieren. In diesem Möglichkeitsraum dürfen die Mitarbeiter ihren Leidenschaften nachgehen und kreativ sein. Sie müssen nicht wie sonst ihre täglichen Aufgaben abarbeiten.....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Are you Really Innovating? Five Signs You Might Be Faking It

Are you Really Innovating? Five Signs You Might Be Faking It | Kreativitätsdenken | Scoop.it

This article challenges companies to take an honest look in the innovation mirror to determine whether they’re truly making it or perhaps faking it when it comes to bringing innovative products and services to market. Consider this a simple litmus test to self-diagnose. It seems every few years a new buzz word emerges, is overused, and then thankfully retires to its rightful place as a normal word. Remember “best in class?” These buzz words may be precise in their description, but when every organization in every industry runs the latest buzz word up the company flag pole, waving it proudly and shouting it from the rooftops, it becomes much less powerful – almost a “me too” kind of situation. Could it be that this is the predicted demise of the word “innovation?” With insane confidence, I hereby declare: Absolutely not! But let us agree to use the words “innovation” and “innovative” when it honestly applies. Think: brand new, original, highly useful, compelling, and cutting edge. Hint: A product line extension or a “new and improved” process, by definition, is not cutting edge. So, how can you tell whether your company is making it or faking it? Here are five telltale signs that indicate that you may fall into the latter category....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Learning to see the whole Elephant in innovation

Learning to see the whole Elephant in innovation | Kreativitätsdenken | Scoop.it

I tell the story of the six blind men and the elephant to a lot of my clients, because a significant amount of innovation work seems very similar to the story.  If you aren't familiar with the story, the concept goes something like this:

Six learned blind men live in a village.  One day an elephant comes to the village, and no one is quite sure what to make of the elephant.  The blind men, who are wise, are brought to the elephant to describe its character and makeup.  Each of the blind men touches the elephant and describes the elephant from his perspective.  One touches the elephant and describes the elephant from that perspective.  Another touches the elephant on the trunk, another on the leg and so forth.  All of them are partially correct, but none manage to piece their perspectives together to see the whole elephant. 


If you are interested, you can go further at the Wikipedia page or see the famous poem written about the blind men and the elephant, which has the interesting stanza:

 

And so these men of Hindustan

Disputed loud and long,

Each in his own opinion

Exceeding stiff and strong,
Though each was partly in the right
And all were in the wrong.

 

We, today, are a lot like the blind men when it comes to innovation, especially when we are focused on discovering new customer needs and expectations.  In many discussions about what "customers" want, it often seems like we have a group of learned blind men who know only their particular perspective.  Some speak about EXISTING customers and their needs.  Some speak about POTENTIAL customers and their needs.  Some speak about the firms internal CAPABILITIES and TECHNOLOGIES, as if this matters.  Some talk about future SCENARIOS and TRENDS that may occur.  Some talk about specific SEGMENTS of customers, ignoring others.  Some will talk about what they believe to be true, not what customers have told them.  In the end, many clients often have very narrow, segmented and biased interpretations of customer needs, often influenced by current market conditions and the existing capabilities of the business, rather than what they've learned by interacting with customers....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Too busy to innovate

Too busy to innovate | Kreativitätsdenken | Scoop.it

I've begun to wonder if the concept of innovation in large corporation is an exercise in pointless navel gazing.  And no, this isn't another bashing of brainstorming, or a recent conversion based on my experiences with faulty innovation logic.  No, the challenge to innovation is based on the recent development of a core strength: focus, efficiency, time management.  As businesses become more streamlined, more efficient, more time bound, there's ever less time for contemplation, exploration, and, God help us, simply thinking about concepts, needs and alternatives.  They are too busy to innovate.

I write this after visiting the office of a client recently.  I needed from her one fact, that only she seemed to possess.  But regardless of when I visited her office, early in the morning, mid-day or late in the afternoon, she was in a meeting.  In fact she ordered lunch to one meeting so she wouldn't waste time eating lunch.  I finally interrupted one of her meetings to simply ask for the data, which she gave me after apologizing for not being available.  When I left for the day she was still in meetings.  While she may seem extreme, she is not an isolated case.

We've been taught to manage our time, focus on what is important, stay occupied and stay in demand.  People who are constantly busy are hard to remove, while people who don't seem as engaged in day to day activities or whose capabilities or energies aren't focused on tomorrow's successes are often considered to be less useful or not contributing.  Once we are all fully booked every working hour in meetings, discussions and debates we'll finally be fully efficient, and almost as assuredly innovation will wither and die.

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Innovation ist ein Teamsport

Innovation ist ein Teamsport | Kreativitätsdenken | Scoop.it

Als "innovativ" werden Produkte (vom Shampoo bis zu Frühstücksflocken) gerne vermarktet - doch was sind echte Innovationen und wie entstehen sie? Dazu ist ein neues Buch erschienen: "Innovator, Imitator oder Idiot” von Gertraud Leimüller.


"Das Neue fällt nicht vom Himmel" - meint Gertraud Leimüller, Innovationsexpertin und Unternehmensberaterin in Wien. Unter anderem bedürfe es der Demut, damit tatsächlich Neues geboren werde, so Leimüller im science.ORF.at-Interview: "Demut braucht man, weil sehr oft der Preis einer Umsetzung einer Idee ist, dass man die Idee abgibt - dass man die Idee jemandem anderen gibt, der sie umsetzt. Meistens braucht es mehrere Menschen, um eine Innovation umzusetzen, denn im Grunde ist Innovation etwas sehr Schwieriges."

Nicht im eigenen Saft kochen, sondern externes Wissen einholen - sei es von Wissenschaft oder Laien, von Unis oder Usern, das rät Leimüller Betrieben und Organisationen; und zwar laufend, gezielt und strukturiert Feedback einholen und nutzen, Anregungen zulassen und vor allem: darauf achten, ob und was genau im bestehenden Angebot/Prozess schief läuft. Durch Fehler- bzw. Rückmeldungen würden ja in gewissem Sinne bereits Anregungen für Verbesserungen und Neuerungen geliefert. Die Tipps der Unternehmensberaterin: Mut zum Risiko, über den Tellerrand der eigenen Organisation und bekannter Strukturen denken, Einbinden von mehreren Menschen - Innovation sei ein Teamsport.....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Creating Innovation Cultures in Companies: CEOs, People and Collaboration Tools

Creating Innovation Cultures in Companies: CEOs, People and Collaboration Tools | Kreativitätsdenken | Scoop.it

This article shares two strategies that are proving most effective for CEOs that aim to make their companies more innovative: developing a creative culture (people’s behaviors) and applying new processes and technologies. The summary of The 2012 Conference Board CEO Challenge reveals that the top two concerns for CEOs are innovation and human capital, while the top two CEO strategies to cope with them are creating a culture of innovation and applying new technologies (product, process, information, etc.). Today’s market expectations, competitive pressures and pace of change make the CEOs look at innovation as “the” solution. CEOs tend to do it however in an episodic manner, without discipline and without clear expectations on return. Executives would like to move boldly with big and discontinuous choices rather than with incremental innovations, but they miss clear strategies, structures and procedures. This results in most ideas going to the drawer without ever seeing the market light. Consequently, the company retreats to more familiar territories, and the cycle of people’s frustrations repeats itself. ....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Where Open Innovation Stumbles

Where Open Innovation Stumbles | Kreativitätsdenken | Scoop.it

When I urge managers in a company to make open innovation part of their innovation strategy, they get it conceptually. They see that a solution coming from outside is more likely to be a dramatic leap versus an incremental one—simply because it came from a mind not narrowed by conventional thinking. They understand that the infusion of fresh ideas can also open their own R&D engineers and technologists to new and different possibilities and cause them to push their thinking further. At a minimum, they agree that better solutions tend to emerge when there are more options to consider in the first place. A recent project we did for FVA, a branch of the German trade association VDMA for companies that provide drive-train systems and components, bears this out. Every year, FVA conducts an industry-wide technology search to identify new and emerging solutions, and it shares the results as a service to its member companies. Although the search has been productive, members within the FVA leadership circle wanted to see if there was a better search process that would unearth more solutions and potentially create more value. A vice president of the group had been to a presentation on Open Innovation and was intrigued by the concept. And although he seriously doubted it could work in a field as specialized as drive-train technology, he was willing to find out. FVA commissioned Aachen University to manage a selection process and trial study, and the selection committee found us at NineSigma most suitable to conduct a series of technology searches.

These technology searches took the form of requests for proposals (RFPs) seeking solutions to four different technological needs: 1) durable, non-lubricated gear materials; 2) extra-fine micro particle removal from lubricated mechanisms; 3) translational research in bio-similar particle capture and 4) low-friction hard surfaces. We distributed the RFPs worldwide, within and outside the industry. The results were measured in two ways: How many solutions were submitted by new sources versus known sources? And how many of the solutions submitted were new to the industry versus already familiar to industry engineers? In all four areas, the new solution providers far outnumbered the known ones. For example, 33 new providers and only 2 known ones addressed the low-friction hard surfaces problem. The new solutions swamped the familiar ones, as well. For example, for the durable, non-lubricated gear materials problem, the search yielded 16 new solutions versus 6 known.....

more...
No comment yet.
Rescooped by Thomas Menk from denkpionier | MAGAZIN
Scoop.it!

Praxisbeispiel Lego: ganz groß in kleinen Experimenten

Praxisbeispiel Lego: ganz groß in kleinen Experimenten | Kreativitätsdenken | Scoop.it
Lego erfindet sich immer wieder neu. Seine teils radikalen Projekte und seine Erfahrungen beim Bewältigen organisatorischer Aufgaben geben wertvolle Hinweise und Impulse.

Der dänische Spielzeughersteller hat schon einige erfolgreiche Open-Innovation-Initiativen hinter sich und ließ für Projekte wie Mindstorms sogar Hacker den Lego-Code knacken. In einem aufschlussreichen Interview berichtet Erik Hansen, Senior Director of Technology & Open Innovation bei Lego, über Tools, Tätigkeitsfelder und Probleme rund um das Thema offene Innovation.
Via Michael Sabah
more...
No comment yet.
Rescooped by Thomas Menk from denkpionier | MAGAZIN
Scoop.it!

Fachen Sie den kreativen Funken an

Fachen Sie den kreativen Funken an | Kreativitätsdenken | Scoop.it

Innovation kann überall stattfinden - egal ob sie von einem Einzelnen oder einer Gruppe vorangetrieben wird. Der kreative Funke, der notwendig ist, um neue Lösungen hervorzubringen, muss immer wieder aufs Neue angefacht werden......


Via Michael Sabah
more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Why Innovation Is Like A Rainforest | Victor Hwang at TED

Victor W. Hwang is CEO, Co-founder, and Managing Director of T2 Venture Capital, a Silicon Valley firm that builds startups and designs the ecosystems that foster entrepreneurial innovation. In this talk, he asserts that because all innovation happens at the level of individuals and small teams, there are certain traits that underlie all human behavior related to creating systemic wealth and innovation: fear, trust, and love. If you value innovation and growth in your community, you cannot escape the fact that you matter. In the spirit of ideas worth spreading, TEDx is a program of local, self-organized events that bring people together to share a TED-like experience. At a TEDx event, TEDTalks video and live speakers combine to spark deep discussion and connection in a small group. These local, self-organized events are branded TEDx, where x = independently organized TED event. The TED Conference provides general guidance for the TEDx program, but individual TEDx events are self-organized.* (*Subject to certain rules and regulations)

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

New Rules for Realizing New Ideas

New Rules for Realizing New Ideas | Kreativitätsdenken | Scoop.it


Once you’ve got the green light from your boss, your innovation board or financer, it’s once again up to you to deliver the concept you’ve promised them.Depending on the nature of your new concept,in the next step you will deliver a prototype, a full business case or interested business or technology partners who will join the product development team. Naturally, you will make a delivery plan. Working at one of the large corporations you will be obliged to follow some form of project management method, like Projects IN Controlled Environments (PRINCE). It covers the management, control and organization of a project. It tells you what you have to do to manage your projects from start to finish. It describes in-depth every step in the project life cycle, so you know exactly which tasks to complete, when and how......

more...
ELISA TANGKEARUNG's curator insight, November 21, 2013 7:14 AM

..

Michael Hohenwarter's curator insight, December 8, 2013 12:44 PM

Rule 3:
What happens after the project is over is more important than what happens during the project.

Scooped by Thomas Menk
Scoop.it!

Top Innovation Secrets | Innovation Management

Top Innovation Secrets | Innovation Management | Kreativitätsdenken | Scoop.it
  1. Paint a clear picture – know what you want and set clear goals to get there. Innovation needs a purpose.

  2. Create real value – ensure that your efforts address a real need.

  3. Create an enabling environment. No-one can go at it alone. Allow for creativity, make it happen and expect it from people.

  4. Collaborate, lobby, empower, create the right structures and fund winning initiatives.

  5. Identify the good ideas – Use a powerful, clear and effective process to filter ideas and identify the good ones for implementation.

  6. Involve people, encourage teamwork and recognise efforts.

  7. Establish ownership. Innovation needs to be someone’s responsibility for it to be effectively managed and sustained.
more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

The one thing any non-innovative leader can do to enable innovation | Jorge Barba

The one thing any non-innovative leader can do to enable innovation | Jorge Barba | Kreativitätsdenken | Scoop.it


So, you’re the CEO of a company and you are not known to be innovative. What do you do? No fear, for you are not alone. For all the talk about the need for innovation, the truth is most CEO’s are not innovative. They are much more focused on maintaining the current narrative than on discovery. But, there is one thing they can do to walk the talk: Get out of the way. Even though there a lot of literature about how to innovate, many leaders have not understood and implemented a key insight about how to create the conditions for innovation to happen. And so it is here, where they can have an immediate influence! How to start? A core creative principle of mine is “steal, don’t imitate“. But, there are some things that should be imitated because they are core to creating innovation. Following my recent commentary on innovation inertia, there are two core long-standing principles for innovation that any company, city, institution and group should be thinking about: space and diversity......

more...
No comment yet.
Rescooped by Thomas Menk from Weiterbildung
Scoop.it!

Was ist Design Thinking?

Was ist Design Thinking? | Kreativitätsdenken | Scoop.it

 

Die Agentur DENKMOTOR aus der Schweiz erklärt in einem kleinen, sehr anschaulichen Film das Prinzip "Design Thinking".


Via brandherde | HE, Sascha Reimann
more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

10 Practices from the Most Innovative Organizations

10 Practices from the Most Innovative Organizations | Kreativitätsdenken | Scoop.it

nnovation means more than just new products or services. It means improving the process of creating those products, or selling them, or experiencing them, or even improving the ways we manage the people who do all of the above. Perhaps my favorite definition of innovation is Scott Berkun’s: “Innovation is significant positive change.” That change can apply to products and processes, or it can apply to people.

Recently, the Institute for Corporate Productivity published a study surveying some of the top companies and people in the fields of management and innovation. They examined some of the best people management practices at organizations known for innovation and found several ways that those companies develop and manage their human capital. In summarizing their findings, here are 10 human capital practices that drive innovation:


- Use Technology to Collaborate and Share Knowledge. Collaboration drives creativity and innovation, and social media and conferencing technologies can help bring people together (or virtually together) more often for that collaboration.


- Promote Innovation as an Organizational Value. The most innovative companies didn’t just luck into hiring creative people; they placed creative and even average people into creative cultures.


- Include Innovation as a Leadership Development Competency. Part of building an innovative culture is having leaders who value creativity, and are creative themselves.


- Tie Compensation to Innovation. The jury is still deliberating the influence of incentives on creativity, but their use in organizations sends a signal that innovation is valued. That signal is an important part of culture building.


- Develop an “Idea-finding” Program. As we’ve discussed elsewhere, it’s not enough to have great ideas. Innovative companies build a system that taps into the collective knowledge of everyone and lets everyone promote good ideas.


- Fund Outside Projects. It might sound counterintuitive to allow funding to develop projects that are technically outside your organization, but as market boundaries continue to blur, strategic innovation partnerships become even more important.


- Train for Creativity. Creativity isn’t innate. Creative thinking skills can be developed and the most innovative companies fund training programs to develop them.


- Create a Review Process for Innovative Ideas. Even the best ideas don’t come fully formed. There is a process to refining, developing and identifying the ideas with the most market potential. Creating a review process allows this to happen and signals that innovative ideas are valued.


- Recruit for Creative Talent. Especially at the undergraduate and graduate levels. The war for talent is slowing shifting its focus from quantitative minds to creative ones.


- Reward Innovation with Engaging Work. Research demonstrates that companies that are able to identify their most creative employees can enhance their creative ability by providing them autonomy to work on projects that are naturally interesting to them.

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Führung: Selbstverliebte Vorstandschefs sind Innovationstreiber

Führung: Selbstverliebte Vorstandschefs sind Innovationstreiber | Kreativitätsdenken | Scoop.it

Für ihre Mitarbeiter können sie eine Last sein, für Unternehmen jedoch von Vorteil. Selbstverliebte Vorstandschefs gleichen ihre für das Unternehmen schlecht verträgliche Eigenschaften oft mit unkonventionellen Innovationen aus, stellt eine neue Studie fest.

Narzissten seien weder bessere noch schlechtere CEOs, aber möglicherweise besser als ihr Ruf, lautet das Fazit von Forschern der Friedrich-Alexander-Universität Erlangen-Nürnberg (FAU), die die Studie gemeinsam mit dem IMD in Lausanne und der Pennsylvania State University durchgeführt haben. Demnach können sie dazu beitragen, organisationale Trägheit und Starre zu überwinden. Um die positiven Seiten narzisstischer CEOs langfristig zu nutzen zu können, sei es jedoch nötig, ihre negativen Facetten wie zum Beispiel ihre mangelnde Kritikfähigkeit und Empathie so gut wie möglich zu kontrollieren.....

more...
No comment yet.
Rescooped by Thomas Menk from Complex systems and projects
Scoop.it!

Creativity, Innovation and Apollo 13


A common mistake in management today is to confuse creativity and innovation. There are three necessary but not sufficient conditions for innovation starvation, pressure and perspective shift. This idea is illustrated in this video using the story of Apollo 13.


Via ShirlyRonenRL, Philippe Vallat
more...
Philippe Vallat's curator insight, April 2, 2013 9:02 AM

Base for innovation:

- Starvation

- Pressure

- Perspective shift

Heinz Peter Wallner's curator insight, April 2, 2013 11:56 AM

Ohne Gefühl des Mangels - ohne Hunger - keine Innovation!

Scooped by Thomas Menk
Scoop.it!

Why Managers Fear Innovation

Why Managers Fear Innovation | Kreativitätsdenken | Scoop.it


Innovation is a paradox for management. On the one hand you are well aware that you have to take new roads before you reach the end of the present dead end street. On the other hand it is risky. It takes a lot of time. And it takes a lot of resources. Research shows that only one out of seven innovation projects is successful. So saying yes to innovation is a step into the unknown. It creates fear of failure, which causes fear to innovate. It’s like sailing to the South Pole like Shackleton, where the surrounding ice can stop you any moment. Management is under pressure in the business of today. And as an innovator you want them to shift money and resources to the business of tomorrow. On average it takes 18 – 36 months to develop a new concept, which often will only be profitable 2-3 years after introduction. So a lot of managers wait until not innovating is not an option anymore. We all are human. As innovator you can fight this risk adverse culture, as a kind of modern Don Quixote fighting windmills. Or you can accept it. Only when you accepted it, you can deal with it. Managing innovation has everything to do with managing expectations and reducing risks. I can give you five tips that might get you more support for innovative ideas......

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

OPINION: Innovation is not a big idea

OPINION: Innovation is not a big idea | Kreativitätsdenken | Scoop.it


Innovation is not a big idea; it’s a different way of working. Understanding what’s going on and putting it in a PowerPoint is not the hard part. Changing work habits is, especially if your habits have built a sparkling career.

In 1993 the greatest basketball player to grace the NBA decided to walk away from the game he dominated and try his hand at baseball. It was a dismal failure. Two years ago in Australia, an extravagantly talented Rugby League player called Israel Folau made the switch to Aussie Rules with a similar result.


In the first case, Michael Jordan probably couldn’t imagine not succeeding. He was accustom to dominating his rivals and probably thought, once he got his eye in, he would do the same on the baseball diamond. To an objective observer basketball and baseball are very different games, and even if Michael was handy with a bat in his youth, he hadn’t spent the same thousands of hours he had sweating and scowling his way to basketball greatness.....

more...
No comment yet.
Scooped by Thomas Menk
Scoop.it!

Die 7 Tugenden: ein Aufruf zu mentaler Innovation

Die 7 Tugenden: ein Aufruf zu mentaler Innovation | Kreativitätsdenken | Scoop.it


„Wir sollten weniger über technische Innovationen und mehr über unsere Haltung nachdenken.“ So lautet ein Standpunkt Bernd Kolbs, der sich nach Stationen als Internet-Pionier und Innovationsvorstand der Telekom heute mit Workshops und Vorträgen für einen neuen Unternehmergeist und eine „Balanced Economy“ stark macht.

„Ich glaube an die Möglichkeiten des Engineerings. Unsere Kreativität ist grenzenlos. Doch hat sie uns auch in unsere heutige Lage gebracht.“ Eine Lage, in der „Weitermachen wie bisher“ keine Option mehr ist, wie Kolb die aktuelle Projektion des Club of Rome über den Zustand unserer Welt im Jahr 2052 zusammenfasst. An sinnvollen Innovationen fehlt es uns nicht, wir müssten sie nur anwenden. Doch tun wir es nicht – aus Faulheit, Geiz oder Eitelkeit. Deshalb brauchen wir eine neue globale gesellschaftliche Haltung:

„Mit einem Küchenmesser kann ich Brot schneiden – eine hochgradig sinnvolle Anwendung. Ich kann damit einen Menschen töten – eine hochgradig unsinnige Anwendung. Entscheidend ist also die Anwendung einer Technologie. Und diese Anwendung ist wiederum eine Frage der Haltung. Auch ich weiß, dass ich mit meinem Küchenmesser jemanden umbringen kann, habe es aber noch nie gemacht – weil mich offensichtlich irgendetwas daran hindert.“

 

more...
No comment yet.