Innovation has been rapidly changing and much of its basics have been swallowed up by some newly defining frameworks that have raced up to the top of the innovation agenda. They have driven much of our thinking and reacting. It is right that we all respond to these but we often forget much of the rest of what innovation needs to be built upon.
Thank the good folks at PWC for their latest survey of executives about innovation. The new article, optimistically entitled "Unleashing the power of Innovation" was recently published and surveyed approximately 250 senior executives about innovation. While interesting, there's not a lot "new" in the survey, and the authors give away the biggest challenge in the overview
There's no better time than the present to sharpen your innovation practices, and attending live events with industry leaders and experts in person is one of the best ways to expand your innovation knowledge
Smart cities create a symbiosis between information, the Internet of Things and technologies to make better decisions and provide desired services. These cities map community preferences to improve services and infrastructure including public transport, libraries and waste services. They use sensors, Bluetooth and iPhones to track conditions and activities and send awareness messages ahead of emerging problems and disasters.
The 1990s were known for more than the unkempt grunge look in fashion. The dotcom boom reigned supreme as well. Even though dotcommers seemed to take pride in their lack of fashion sense and innovation in the pervasive hoodie and jeans combinations they preferred, this era delivered some of the greatest technology innovations that changed how we see the world.
From Hassan Kamel Al-Sabbah, a Lebanese-born American serial inventor, to Ahmed Zewail, the 1999 Nobel laureate in chemistry, to Farouk El-Baz, a NASA and MIT scientist who helped plan the Apollo landing, to Elias A. Zerhouni, the 15th director of the National Institutes of Health, Arab immigrants have made major contributions to American science and technology.
Looking back, it is sometimes easy to see how basic scientific research benefits our society and our economy. But, early on in the process of scientific discovery, it’s not always clear what research will result in life-changing innovations.
Command-and-control, top-down organizations have the most trouble innovating.
In particular, the fearful mindsets that review, align, and sign off on “decks” to be presented to Vice President-level colleagues often edit out the insights and recommendations that have the power to grow the business in new ways.
With high stakes and a growing prize, start-ups and corporations find common cause. Jeff Dachis of One Drop, Tina Sharkey of Brandless and Prith Banerjee of Schneider Electric offer some key considerations for your corporate / start-up partnering strategy
“Over the last couple of years, a billion new people have joined the super-connected world. Billions more around the developing world, now, walk with a high-speed computer in their pockets. And yet, they don’t have a bank account, a formal education or access to most of the services we take for granted in the U.S. Imagine the possibilities… imagine how you can change the lives of billions of people.”
Often innovation is cast in the minds as a pure product related process. Apple’s iPod to iPhone to iPad, for example, is, perhaps, a perfect reflection of how most people would define innovation. But innovation doesn’t have to be limited to product design and new product ranges. It also encompasses process and structure, where change management techniques and best practice need to be employed.
Many companies say they are demand driven. However, in practice, they manage their supply chains using a process from a bygone era that is totally dependent on error-prone forecasts instead of actual demand
“Why is Canada filled with ‘low-innovation’ companies?”
In a recent academic paper, Peter Nicholson, a former business leader, bureaucrat and a one-time advisor to former prime minister Paul Martin, poses the question. He then reminds us that for more than a hundred years this has been an exceedingly difficult question to answer.
In today's increasingly inter- connected digital environment the most valuable innovation is found at the intersection of firms' capabilities. Exploiting these opportunities requires a new approach to collaboration.
Innovation is not the same for everyone and can come in many shapes and forms. Which model to choose is often a hard question, but testing and experimenting is a good practice to start with. Today, many companies tend to choose a disruptive model, where they jump in an existing gap at the bottom of the market and make their way up until they replace incumbents. But successful cases of this approach are a rarity rather than common place.
Businesses are like sharks: if they stop moving they die.
In a traditional team, everyone knows their job and what’s expected of them. This is certainly true of the pit crew of a Formula 1 car team, for example. However, for the team charged with innovating and eliciting change in a fast moving and ambiguous environment, clarity of this order can be counter-productive.
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