A three-part series on rethinking the management of the innovation system.
Part two, recognizing the broken process we currently have.
The innovation process and the structures build into our organization certainly need to be changed.
I outline here different barriers that require change to bring innovation more into the core of a business.
Today, we are needing to build greater agility and responsiveness into our innovation design to counter for a more rapidly changing market, sensing changing conditions and to ‘seize’ breaking opportunities. . A new combination of speed, flexibility, networking and focusing on adapting and fusing the skills and capabilities needed, will require changes in our innovation work.
What if you could find a way to think like Steve Jobs, Jeff Bezos, or Richard Branson? What if you discovered the actual thought processes that lead great innovators to their Eureka moments, and then you reverse-engineered them? What if you built a power tool for creative thinking that would enable you to emulate the mind of the innovator?
If you live in a major city or a national capital, try this exercise: Google the words “innovation hub” and the name of your metropolis, and scroll through the first results page. As one might expect, you will probably come across a news article or blog post that talks about your city’s or region’s innovation landscape as a whole, using the common broad understanding of an innovation hub as a wider geography (like Silicon Valley). But these days, you are just as likely to find results that point
Selon Larry Downes et Paul Nunes dansBig Bang Disruption : Strategy in the Age of Devastating Innovation, l’innovation combinatoire fait désormais jeu égal avec la recherche & développement, et donne naissance à une économie plus créative dans laquelle des myriades de geek, de makers et de start-up font et défont des industries entières en quelques semaines, puis subissent et accélèrent de facto le rythme des disruptions dévastatrices.
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Innovation has sat outside the core of organizations central systems for long enough. Arguably this lack of being a core central focus holds the deeper understanding of innovation back.
A core that could offer up the sustaining value and contribution innovation can make, into the growth and future well-being of organizations and having available the level of resources and commitments it needs. Today innovation seems to be falling short in delivering on its promise. Why?
Leaders can make or break an organization. Great leaders drive great organizations and great organizations produce great results. Less-than- stellar leaders usually deliver the opposite. So what characterizes winning and losing leadership styles?
Call 2014 the year of innovation. A Gartner survey of almost 500 executives at global corporations revealed that growth is this year’s top priority. Google Trends reveals that interest in disruptive innovation crept up to peak levels this year.
One of the important ideas that follows from managing innovation as a process is that to be successful at it, you need to manage a portfolio of different innovation initiatives. This means that you need to have a mix of incremental and radical innovation ideas. One good way of building an innovation portfolio is to use the three horizons model.
It's an information superhighway that speeds up interactions between a large, diverse population of individuals. It allows individuals who may be widely separated to communicate and help each other out. But it also allows them to commit new forms of crime. No, we're not talking about the internet, we're talking about fungi. While mushrooms might be the most familiar part of a fungus, most of their bodies are made up of a mass of thin threads, known as a mycelium. We now know that these threads act as a kind of underground internet, linking the roots of different plants. That tree in your garden is probably hooked up to a bush several metres away, thanks to mycelia.
A new business paradigm, in which management aims to to foster a better world, is rapidly taking hold.
McGrath posits that there have been three thematic ages of management since the industrial revolution: execution, expertise, and now, empathy.
She says, "If organizations existed in the execution era to create scale and in the expertise era to provide advanced services, today many are looking to organizations to create complete and meaningful experience. I would argue that management has entered a new era of empathy."
Staff development is vital to a healthy business. Yet the way we approach it is still rooted in the models of fifty years ago. Despite a world of rapid change we expect objectives to be relevant for a year, when ... Read More
A talk, followed by Q&A, by Frederic Laloux about "Reinventing Organizations", a research and book that is turning into an international phenomenon.
Increasingly, employees and managers (but also doctors, nurses, teachers, etc.) are disillusioned with the way we run organizations today. We all somehow sense that there simply must be better ways to run our businesses, nonprofits, schools and hospitals.
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