An important change is taking place in the world of innovation. Put simply, innovation can be done very cheaply.
It used to be that innovation was relatively expensive. For example, one case taught in Harvard Business School's entrepreneurship program describes how Robin Wolaner came up with an idea for a high-quality magazine targeting parents in the mid-1980s.
Do you remember being stuck at the kids’ table for Thanksgiving dinner growing up?
I do. There were always too many of us to all sit around one dinner table, so we had a secondary table off to the side, sometimes even in a separate room, to which the younger generation was relegated. I remember asking every year if I would be able to sit with the grownups.
Advertising executive, Charles Brower once said, “A new idea is delicate. It can be killed by a sneer or a yawn; it can be stabbed to death by a quip and worried to death by a frown on the right person’s brow.” When innovations are in the exploration stage, they need a champion to take them through the rest of the developmental stages.
There has always been considerable discussion about the need for more support for innovation in Canada. This author has gone beyond the discussion to ask leaders what it will take to remove the obstacles to developing a culture of innovation and to in turn provide the focus and resources that will enable innovation. Readers will learn how to remove those obstacles and create the enablers.
I argue that the knowledge and input needed to make innovation happen is already available. Much resides within the corporate walls and even more can be found externally.
If we accept this, the key challenge is to know what you are looking for and once this is known another key challenge is to connect the dots. The first challenge relates to strategy and processes. This is difficult. The second challenge – connecting the dots – is also difficult, but we are now seeing how social media tools and services help make this happen.
An alligator's reaction to newness in its environment is to eat it, attack it, or run from it. Humans, like alligators and other reptiles, have a brain stem, the part of the brain that controls the fight/flight reaction.
The continuing financial Tsunami has ceased to make waves. We ought to have seen it coming but were too scared to open our eyes. Like we’ve done in the past – all we’ve ever learnt to do is to solve problems based on ‘fitting historical patterns’ – we believe that we’re at the bottom of the economic downturn and things will look up from here on.
Arnold started his firm when he was 21 years old in his final year of university. The idea came about after his friend complained that a full round of 18 holes took too long. Arnold captured the judges’ imaginations with his entrepreneurial spirit in getting the Rolley to market by overcoming financial and patent issues.
I found this mini TED talk recently, about how doodling helps you process information and think creatively. Apparently it taps into all of the key learning channels, and allows you to make the most of what you hear.
Upon hearing news of an impending recession, most companies opt for the traditional corporate practice of shrinking budgets, cost cutting, sweeping layoffs and freezing plans. As corporate turnarounds experts will tell you, it is important to stop the blood flow first when attending to an injured patient. But if the injured is a competitive athlete, how long will you prevent him from training before his skills and stamina take a turn for the worst too?
What does it take to spark and sustain innovation at the heart of one of the world’s most conservative industries? That’s the question I recently asked Harvey Wade, who has helped pioneer strategic innovation initiatives inside global finance giant Allianz.
I was recently in London for the Tech City UK Entrepreneurs Festival, as part of Britain’s Global Entrepreneurship Week with over 300 tech entrepreneurs from around the globe. The experience was educational, to say the least, and gave me some insight into what any initiative aimed at developing entrepreneurship in the tech sector should be doing.
Keep the faith. That's what I said to a client who is going through a crisis of confidence. Over the summer he had put together the underpinnings of what on paper looked like a promising growth business. But — as is usually the case — the more he analyzes, the more he doubts; the more he shows the results of his analysis to senior leaders, the more questions they ask, and the more they doubt.
This wild new motorcycle, invented by 19-year-old Ben J. Poss Gulak, is among the latest inventions to capture attention. Debuting at the National Motorcycle Show in Toronto, the "Uno" uses gyro technology for balance and acceleration.
It is a battery charged machine that accelerates by leaning forward and slowing down by leaning backwards. It weighs approximately 129 pounds (58 kg.) and has a top speed of 25 mph (40 klms).
When you set out to earn a living from your creative talent, you will inevitably encounter obstacles. Over the past week, I’ve been hearing about plenty of these, from students in the process of signing up for the Creative Entrepreneur Roadmap. So I thought it would be helpful to share three of the most common roadblocks to success I’ve been hearing about, and offer solutions to them.
Occupy Wall Street (OWS) is a creative and innovative endeavor. OWS has reinvented the concept of a protest. This post is a look at the creativity and innovation aspects of OWS, and not a political commentary.
Rajat Paharia, founder and Chief Production Officer of Bunchball, discusses participation engines and the use of game dynamics and behavioral economics to incentivize and motivate user participation on the web.