A few years ago, Tech Radar wrote about how the future of GPS would change how we use our smartphones. The article was mostly about the changing fundamentals of GPS technology, but the implications were that more accurate and communicative positioning devices would also change the ways in which we use the technology.
In “Why Is Productivity So Weak? Three Theories” from The New York Times on April 28th, the author’s “depressing scenario” suggests that innovations in technology (such as a computer on every desk) and management techniques (such as outsourcing noncore functions) have been fully implemented across corporate America and will produce no additional productivity improvements.
“Where’s the innovation?” is a phrase often bandied around in comments when a manufacturer dares to release something fresh without creating a fundamental change in the DJ game. You can sense the collective disappointment that their hefty investment in hardware is safe because the game changing update isn’t enough to warrant selling their first-born to finance a lump of gear with yet more features that won’t get used either.
Visual two heads....different mindsets, different thinking about innovation but working together, a duality of thinking and managing innovation going forward. We must learn to explore and exploit at the same time, both in parallel and where needed, in separate ways, or entities. If we 'subject' all of our innovation thinking to go through the same…
The history of business is filled with what look, in retrospect, like boneheaded decisions. Remember when Excite (since evolved into Ask.com) had the chance to buy a wacky little startup called Google for $750,000 — and turned it down? Or when Kodak developed digital photography before anybody else, and chose to keep it quiet? Or how about the 12 publishers who rejected J.K. Rowling’s first Harry Potter book, before the series went on to sell more than 400 million copies?
In many cultures around the world, from the Fables of Aesop to the Mahabharata, there is a parable about a goose, hen, or bird that produces golden eggs or feathers. When people try to exploit the bird to reap more profits, they destroy its ability to create the gold and, ultimately, everyone loses.
Cybersecurity statistics are jarring. CNBC’s most recent survey in April 2016, indicated that more than 90 percent of all corporate executives said they can’t read a cybersecurity report and are not prepared to handle a major attack.
Mensen handelen hun bankzaken steeds meer online af en komen daardoor steeds minder op een bankkantoor. Bij de bezoeken aan het kantoor staan gepersonaliseerde dienstverlening en persoonlijk contact dan ook centraal. Om aan dit laatste invulling te geven opende BNP Paribas Fortis in Gent onlangs een nieuw kantoorconcept vol met bijzondere technologische hoogstandjes.
Als we denken aan innovatie denken we meestal niet meteen aan Afrika. Toch biedt juist dit continent ons tal van inspirerende verhalen over succesvolle innovaties. En dit is minder verrassend dan je denkt. Als we denken aan innovatie denken we meestal niet meteen aan Afrika. Toch biedt juist dit continent ons tal van inspirerende verhalen over succesvolle innovaties. En dit is minder verrassend dan je denkt.
With the arrival of the spring season, many of the most innovative May 2016 marketing ideas make the most of the change in weather in creative outdoor advertisements, pop-up events and packaging designs that evoke freshness.
Much has been made of the risk-averse nature of Europeans when it comes to investing in startups. But green tech entrepreneurs - including one who innovated a way to tap computer heat - say Europe is now the place to be.
From skyline gondolas to downtown “pink zones,” urban planners around the world are redefining what cities can be. (Wall Street Journal) Use our resources to learn more about the challenges of urban planning. Teachers, scroll down for a quick list of key resources, including today’s simple MapMaker Interactive map. Discussion Ideas Read through the…
Every enterprise needs to innovate in order to survive. But as they grow larger, new ideas and agile processes tend to find less expression. In order to capitalize on innovation opportunities, enterprises need to leverage their available assets quickly and effectively. Doing so calls for senior management to take responsibility for being transformation-oriented and enabling the conditions that allow innovation leaders to thrive.
Merely 5 percent of healthcare organizations worldwide are “operating at the highest level of digital health innovation proficiency and expertise,” according to a report from digital health consulting firm Enspektos. That means the vast majority have yet to scale and share their innovations, even within their own walls.
We all want our innovations to change the world. This requires Innovation Force. In turn, Innovation Force is the product of Innovation Mass (Product-Market Fit) and Acceleration (building growth with customers). To maximise Innovation Force, we need both Mass and Acceleration to be big, and this is true for startups, established firms, and regions.
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