PERSBERICHT Op 17 september 2015 organiseert CogniStreamer een netwerk event rond ‘open innovatie en co-creatie’. Dit event vindt plaats in Antwerpen en laat experts aan het woord zoals Frank Van Massenhove (change-guru bij FOD Sociale Zekerheid) en Antonio Hidalgo (ex-innovatiemanager bij Philips).
Anyone familiar with the back stories of Thomas Edison or George Washington Carver will note that their labs were not only places of great invention but also of great learning. "See one, do one, teach one" is ancient manta of the craft guilds. This approach still prevails in the training of doctors, master electricians and design engineers.
“The first thing we do, let’s kill all the lawyers.”
Those words were uttered by Dick The Butcher in Shakespeare’s “Henry VI” as the best way to removing one of the biggest obstacles he perceived standing in the way of the revolution he was masterminding.
After reading The Clearing House’s (TCH) latest white paper on the future of payments and financial services, it seems they’d like to modernize that sentiment just a bit.
To operate on the brain, doctors need to see fine details on a small scale. A tiny camera that could produce 3-D images from inside the brain would help surgeons see more intricacies of the tissue they are handling and lead to faster, safer procedures.
Everybody talks about innovation these days, but the word is used so lightly. Every new app, gadget or product feature is now “innovation”. A few decades ago, “innovation” implied a life-changing advance in technology: the transistor, the computer, space flight. Does it mean anything that we speak of innovation more casually today than we did in the past century? Maybe.
In 2013, Samsung launched the Galaxy Round smartphone with a flexible display… though the phone really didn’t have any legitimate reason to exist. As we’ve seen happen a few times in the years since Samsung first entered the smartphone market, the company created a consumer device that included new technology it had been developing, but the company didn’t bother to first determine how that new technology might be made useful.
Now that just about every business seems to have realized that it is unlikely to survive, let alone flourish simply by doing what it has always done, the word “innovation” has become a standard part of the executive’s lexicon.
In 1986, commenting on the internal problems plaguing his new parent company General Motors, Ross Perot took aim at the automaker’s entrenched culture and plodding delivery processes. At the time a new car took five years to design. “Heck, we won World War Two in four years,” he remarked to The Wall Street Journal. “This isn’t a moon shot, it’s just a car.”
One of the most enjoyable parts of my job is spending time with people looking to follow their dream and start new businesses. And time after time, I refer to what I learned in one single book: Innovation and Entrepreneurship by Peter Drucker.
High school classrooms are becoming the laboratories for such projects, and technology incubators such as Future Founders Foundation and the 21st Century Youth Project are connecting underrepresented students with mentors and resources around the city for training in entrepreneurship and technology.
In the 21st century, we see the rise of the creative economy. A majority of CEOs reports that creativity is the most important leadership competency for enterprises. And leading companies are rebranding knowledge workers to creative workers. Therefore, to be innovative as a business, managers must learn to nurture creativityClick here to edit the content.
The U.S. Department of Defense is providing $75 million to spur flexible hybrid electronics development by a consortium featuring Apple, Lockheed Martin, top research institutions and universities including MIT and Stanford.
Potential innovations could include wearable devices to improve medical health monitoring technologies and personal fitness devices, and boost the variety and capability of sensors already in play for such tools, the agency announced Aug. 28.
What do AirBnB, Gustin, Square, and Valve all have in common? The answer is that they are highly successful Exponential Organizations (ExOs) – and they are here to change the way we do business forever.
What do companies really need to do to succeed over the next five to ten years – and give yourself some strategic latitude here. Is it more innovation, more social communications in the enterprise? The need to find more creative responses to disruption? Or is it the bogey most firm’s fear most – deep process reengineering?
It used to be that most devices in schools were desktop machines of either the Windows or Apple varieties, but recently many schools have been switching to mobile devices like the iPad or web-based devices like the Chromebook. Although there are compelling reasons for schools to adopt these new devices—foremost of which are the low cost and portability of these devices—switching has its tradeoffs.
It’s no secret that the Section 101 jurisprudence is a mess, as novelty and obviousness inquiries are now being analyzed under the rubric of subject matter eligibility. This follows the recent quartet of Supreme Court cases—Bilski, Mayo, Myriad, and Alice—which have significantly narrowed the field of patent-eligible inventions. Making matters worse, lower courts have interpreted the “101 quartet” more broadly than necessary, invalidating many important innovations in the process.
From art to food to fashion, France is known for excellence in many areas. But did you know that the French are also at the head of the pack when it comes to innovation? In fact, according to the Economist, "France has more business startups than anywhere else in Europe."
Innovation is thought inspired by creativity, movement, belief and action. It is about opening your mind to new possibilities by moving past fixed and rigid thinking into more nontraditional and risk-taking thought processes. To remain competitive in business, innovation is everything.
In 2011, InformationWeek reported on the CIO 80/20 barrier, whereby CIOs typically dedicate 80 percent of their IT budgets to basic, “keep the lights on” activities, leaving just 20 percent for innovation, revenue generation and strategic planning. Since then, unfortunately, not much has changed, if not worsened.
I’ve spent this year working with corporations and government agencies that are adopting and adapting Lean Methodologies. The biggest surprise for me was getting schooled on how extremely difficult it is to be an innovator inside a company of executors.
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