“This seems like pie-in-the-sky wishful thinking. Have you actually seen this done?”
I often hear this question when I visit companies and speak about how to make an innovative idea less terrifying to high level executives. The skepticism is warranted. There are plenty of pundits arguing that big companies need to innovate, and pointing out that it is difficult to do so. Far less often do we hear how it really comes together, especially inside a large organization.
Seems like everywhere you look, big beauty brands are either turning to or setting up incubators and accelerators, hoping to capture the next big thing. What was once a way for small brands or upstarts, like Y Combinator’s Hush and Memebox, to grow into medium-sized success stories is quickly becoming the norm in product development.
The role of a leader is paramount to a team. Imagine an orchestra that has all the best musicians in the world except a conductor. Though every member can play perfectly on their own, if they come together, they will only produce incompatible melody; an orchestra can only create harmonious music when it is led by a conductor.
We are living in revolutionary times for the manufacturing industry. Industry 4.0 is digitally transforming everything around us, right now.
With connected technology, advanced analytics and mixed reality simulation with technologies like HoloLens, our factories will never look the same, with 40% of operational processes becoming self-healing and self-learning by 2022.
Each year, the Kairos Society, the San Francisco organization for entrepreneurs interested in solving global problems, offers up its list of top global entrepreneurs under the age of 25. This year, 1,000 early stage startups were referred from over 60 countries. And just 50 made the cut.
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.
Still the most renowned and cited management consultant in recent times, the Austrian Peter Drucker, offered a radical view of business endeavors. He claimed the purpose of a business is to create a customer – and thus, the only business activities that add value are innovation and marketing, and the rest are costs (Peter’s profound insight was that the world was moving from the Marxist industrial worker to the modern, knowledge worker).
This article is part of a new series exploring the skills leaders must learn to make the most of rapid change in an increasingly disruptive world. The first article in the series, “How the Most Successful Leaders Will Thrive in an Exponential World,” broadly outlines four critical leadership skills—futurist, technologist, innovator, and humanitarian—and how they work together.
The amount of time a product lasts in the market before a new and improved one takes its place is shrinking. As a result, even successful products can expect to enjoy an advantage in the market for a shorter time than in the past. Companies need services to grow and develop competitive advantage, if they want to avoid the commodity trap.
Digitisation? Digitalisation? Digital Transformation? For some, the words have become interchangeable, but they do mean different things. Put simply, digitisation is converting a physical object into its digital twin, or turning a manual process into an automated workflow. A photo is scanned into a computer. A sound is recorded to a computer. A copier collates your report.
Change isn’t easy. Even change for the better. Great leaders know this and don’t pretend otherwise. Yet they also know that embracing change with the right mindset - one that is open to learning and "unlearning" on-the-go - is paramount to creating an environment where change isn't just a once in a decade occurrence to be endured, but an integral part of their organisation's DNA to be embraced and enjoyed.
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.
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