Companies today more than ever are feeling the need for internal innovation. Even as demand and business uncertainty increases, the average lifespan among Fortune 500 companies has fallen, from around 75 years to a mere 18 years.
In 1991, Linus Torvalds released the Linux kernel on the web and invited anyone who wanted to download, use and modify it. In an amazingly short time, a community built up around Torvalds' initial code and their contributions transformed it into an operating system that rivaled those of even corporate giants like Microsoft.
The rate of technological disruption has increased exponentially in recent years, shaking the foundations of countless industries. Insurgent organizations, agile young startups with nothing to lose, have entered markets with lower priced offerings that offer greater convenience, and left established giants previously thought untouchable in ruins.
What’s your mix of experiments for exploration and validation of a new business idea? More importantly, how strong is that evidence for understanding if customers will pay for your business idea? We explain.
In every sector, it’s possible to notice growing efforts towards innovation. More and more organizations do not take their market and own relevance for granted, and realize that some [widely applied] strategies to maintain and grow their businesses [like plain price competition, and aggressive portfolio expansion, among others] may incubate serious near and long term fragilities.
Test yourself with this word problem: Imagine you’re responsible for your company’s car fleet. You manage two models, an SUV that gets 10 miles to the gallon and a sedan that gets 20. The fleet has equal numbers of each, and all the cars travel 10,000 miles a year. You have enough capital to replace one model with more-fuel-efficient vehicles to lower operational costs and help meet sustainability goals.
When Bill Gates recently suggested robots should pay income tax like any other employee, I didn’t immediately disagree. I applaud Gates’ bold thinking to help solve one of society’s biggest upcoming challenges: embracing automation in a way that “lifts all boats” instead of leaving large swaths of society behind.
Idea management software oplossingen bestaan in alle maten en gewichten. Er zijn gratis tools tot geavanceerde oplossingen zoals CogniStreamer. In dit artikel beschrijven we zes valkuilen die klanten kunnen maken bij de keuze en uitrol van een idea management oplossing. Per valkuil geven we ook een mogelijke oplossing om deze te vermijden. De informatie is gebaseerd op meer dan tien jaar ervaring die CogniStreamer met idea management en open innovatie oplossingen heeft.
In the process of researching my book, Mapping Innovation, I talked to dozens of successful innovators, from world class scientists seeking a cure for cancer and new computing architectures, to senior executives at big corporations and entrepreneurs at startups. It was a pretty diverse group.
The smart city concept has leapfrogged theory to reality, as a growing number of global business capitals and trade hubs have bought in. This new cocktail of next-gen infrastructure, dense urbanization, and commercial clout offers the tantalizing possibility of a smart economy.
The buck for innovation success stops at the desks of the CEO and his executive team TISI +%. It is ultimately their job to create an environment in which innovation can flourish. Although there may be real challenges with poorly run labs, there are innovation managers who get it and try to do the right things. Their efforts are often frustrated by how their company makes decisions on strategy and innovation.
A company never creates value in isolation. There are always other companies involved in some way to realising and delivering the final product for the customer. Such value chains of companies optimise connections on their complementary capabilities, which enables each to focus on what they’re good at.
We know from experience that formal leaders influence the behavior of those in their chain of command. CEOs, lead scientists, general managers, and so on. But there's a difference between power and status — some leaders may have status and no power, while others just the opposite.
In the Dubai of 2050, the world looks both instantly familiar and utterly strange. Here, urban planning is driven by an omniscient AI installed at the top of a skyscraper; your smart bathroom mirror tracks your physical health; and you interface with the government through a personalized “genie,” a hologram in the form of a virtual Emirati gentleman in traditional garb. All of these future products are skinned in a particular visual aesthetic of friendly white-on-black animated icons like a minimalist, sentient version of Apple’s iOS.
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