Innovation experts' insights
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Reddit's Co-founder on Adapting Your Business Model

Get a jump on adapting to new technologies by building them yourself.
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The Data For And Against Disruptive Innovation: What Difference Does It Make?

The Data For And Against Disruptive Innovation: What Difference Does It Make? | Innovation experts' insights | Scoop.it
Harvard historian Jill Lepore got a lot of people upset by publishing last week in The New Yorker the first-ever article criticizing Harvard Business School’s Clayton Christensen idea of “disruptive innovation,” almost twenty years after it was first communicated to a non-academic audience in the Harvard Business Review. Surprisingly, the [...]
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Question everything to break out of habitual thinking

Question everything to break out of habitual thinking | Innovation experts' insights | Scoop.it

(Jorge Barba) Habitual thinking is the enemy of innovation. In order to break out of habitual thinking, question everything. You will find opportunities to make things better.

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L'innovation ouverte a désormais son institut : l'IOI

L'innovation ouverte a désormais son institut : l'IOI | Innovation experts' insights | Scoop.it

L'Open Innovation, ou l'innovation ouverte, désigne un modèle d'entreprise qui a adapté sa stratégie d'innovation afin de tirer le meilleur parti de son environnement extérieur. Ayant acquis depuis une dizaine d'années une place importante dans la stratégie d'innovation des entreprises les plus performantes, cette démarche consiste notamment à sortir d'une vision et d'une culture où tout est réalisé en interne, pour intégrer des collaborations avec l'ensemble des acteurs de son écosystème (clients, fournisseurs, start-up, voire parfois concurrents).

C'est donc dans ce contexte que l'Ecole Centrale de Paris, parmi les plus réputées des Grandes Ecoles, le groupe Altran, leader mondial du conseil en innovation et ingénierie avancée, Mazars qui possède une connaissance profonde des TPE/PME qu'elle conseille, et la banque Société Générale ont décidé de créer l'Institut Open Innovation (IOI). Sa mission sera d'aider au rapprochement des grandes entreprises et des start-up, d'encourager les échanges entres ces deux mondes, mais aussi de développer des synergies entre les étudiants et les laboratoires de l'Ecole Centrale Paris.

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The Use of the Cynefin Model for Innovation

The Use of the Cynefin Model for Innovation | Innovation experts' insights | Scoop.it

(Paul Hobcraft) Firstly a very brief explanation of the Cynefin Model and why I find it highly valuable for innovation. Innovation has many characteristics of a complex adaptive system as I have crudely  attempted to explain here.

The three primary states within the Cynefin framework are Ordered Systems (including Obvious and Complicated), Complexity and Chaos.

Order is split into two, as this handles a key difference in human knowledge between those states, where the cause and effect relationship is obvious and those where it requires greater analysis or expertise.

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Can a Team Have Too Much Talent?

Can a Team Have Too Much Talent? | Innovation experts' insights | Scoop.it

Attracting top talent is a key priority for competitive organisations. But can ‘more’ become ‘too much’?

Going into the 2010 World Cup, France had one of the best squads in the competition. Chock-a-block with talent, expectations were high, but the results could not have been more disastrous. Beset by internal bickering, the team imploded, failed to proceed to the second round, and was flown home economy class in disgrace.

Whether it’s a football line-up or organisational team, it’s generally assumed that bringing together the most talented individuals possible gets the best results. The reality however, is that when teams are required to closely coordinate their work, having too many talented members can lead to competition over status and rank, and decreased performance as a result.

 

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The Biggest Innovation Killer: Inertia

The Biggest Innovation Killer: Inertia | Innovation experts' insights | Scoop.it

To change things, to innovate, we need to do one thing: stop.

Stop to fix what isn’t working, improve what has ceased to be efficient and create something new. However, many companies are unable to perform this simple step.

Let me explain a real case, using fictitious names, to illustrate the inability to improve even the simplest aspects of the daily work:

After two years working on the first floor of the office building belonging to INC, Steve was transferred to the second floor.

The space was occupied mainly by cubicle desks. At the back of the room, there were three offices which were often empty because the Chiefs who worked there used to be on a visit or a meeting. When this happened and the phone of one of the offices rang, the call could be picked up by any of the employees.

But there was a problem. It was not possible to distinguish which of the three phones was ringing. That situation was confusing for the employees, causing that sometimes nobody was able to answer the call in time.

This is what Steve found after a couple of days on the second floor. On the third day, he decided to get up and, as the three offices were empty, he changed the ringer tone of each phone in order to distinguish them.

 

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Refugee tech innovators in Uganda

Refugee tech innovators in Uganda | Innovation experts' insights | Scoop.it
This image gallery shows refugees in Uganda running businesses, many based on technological innovation.
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Les PME accèderont-elles aux 15 milliards des fonds européens pour l’innovation ?

Les PME accèderont-elles aux 15 milliards des fonds européens pour l’innovation ? | Innovation experts' insights | Scoop.it

Pour la période 2014-2020, 15 milliards d’euros de fonds européens (fonds structurels et d’investissement auxquels s’ajoute la part ciblée "entreprises" dans Horizon 2020) peuvent servir le développement de l’innovation dans les PME en France. Mais selon Jacques Carrillo, responsable de la commission Politiques Publiques de l’Innovateur et leur Evaluation à l'ACI, la mobilisation du volume financier annoncé, tout comme le renouvellement de l’offre de financements, supposent au moins trois actions.

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Matériel › RFID et Privacy : les données personnelles à l’ère des « little sisters »

Matériel › RFID et Privacy : les données personnelles à l’ère des « little sisters » | Innovation experts' insights | Scoop.it

En mars dernier, l’Observatoire pour l’innovation responsable et un groupe de travail pluridisciplinaire constitué sous son égide organisaient à Télécom ParisTech la première conférence-débat transversale sur la technologie RFID (Identification par radiofréquences), ses impacts sociétaux potentiels, et les mesures à mettre en œuvre pour que cette technologie prometteuse, qui s’ouvre aujourd’hui aux usages grand public, puisse se déployer de manière responsable sans porter atteinte aux libertés de la personne, à la santé publique, ou à l’environnement.

Nous vous proposons ici une synthèse de la table ronde RFID et Vie privée : animée par Michel Alberganti (journaliste à France Culture, producteur de l’émission « Science publique »), avec la participation de Pierre-Antoine Chardel (philosophe, professeur à l’Institut Mines-Télécom), Jean-Gabriel Ganascia (informaticien, professeur à l’Université Pierre et Marie Curie), Marie-Charlotte Roques-Bonnet (juriste à la CNIL), Olivier Rouxel (chargé de mission RFID à la DGCIS, Ministère du Redressement productif), Claude Tetelin (directeur technique du CNRFID).

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L’attractivité des marques dépend principalement de leur capacité d’innovation

L’attractivité des marques dépend principalement de leur capacité d’innovation | Innovation experts' insights | Scoop.it
C’est ce que démontre le dernier classement BrandZ en date des marques les plus valorisées au monde.

Via Ozil Conseil
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Looking to Nature for Social Innovation

Tapping into latent knowledge within and around us can spark ideas and inspiration for solving social issues.

 

While hiking with a group of our Amani Institute students in Kenya’s Crater Lake National Park earlier this year, we found ourselves at the intersection of several herds of water buffalo; they approached in a pincer movement from three different sides. If you live anywhere in Africa, you know to give these ornery creatures a wide berth, and our reactions ranged from mild anxiety to all-out terror. The only way for us to go was straight, but as we did so, it looked like one of the herds was moving to cut us off. We paused, heart rates rising.

Moments later, our guide pointed out that there weren’t three herds, but one; it was trying to come together, and we just needed to get out of the way. We walked in the direction that the buffalo cutting us off were coming from, and soon we were fine, now in the midst of a herd of much milder, though rutting, impala.

This experience exemplified how little most of us understand about nature (especially relative to our guide).

 

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Understanding the services revolution

Understanding the services revolution | Innovation experts' insights | Scoop.it
Digitization has finally brought disruptive innovation to the services sector. In this interview, McKinsey’s Travis Fagan explains how customers are driving change. A McKinsey & Company article.
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5 Reflections on Innovation Talent

(Stefan Lindegaard) 

I have been reading some interesting articles recently on talents; how to spot them and how to develop them in a fast-changing world. Here you get 5 reflections on this in the context of innovation.

• Future versus past: What are the traditional competencies that innovators were hired for in your organization? Must hires today are based on competencies, but the future of hiring will move towards potential. If you don’t really know the competencies – in the context of innovation – that your company has hired for so far then it will become more difficult to make the shift towards hiring for potential.

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My Four All-Time Favorite Workarounds

My Four All-Time Favorite Workarounds | Innovation experts' insights | Scoop.it
From record players to toaster ovens, IDEO engineers come up with some surprising solutions when we test, prototype, and build new products
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How To Spot Your Own Strengths And Weaknesses (Before Your Boss Does)

How To Spot Your Own Strengths And Weaknesses (Before Your Boss Does) | Innovation experts' insights | Scoop.it
There's no shortage of tools to assess how well you are doing your job, but you don't have to be so formal--there are clues all around you.
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Deux polytechniciens créateurs de start-up lauréats du prestigieux MIT Technology Review

Deux polytechniciens créateurs de start-up lauréats du prestigieux MIT Technology Review | Innovation experts' insights | Scoop.it

Chaque année, la MIT Technology Review récompense de jeunes innovateurs qui développent des projets ayant un fort impact économique et social tout en apportant des réponses aux enjeux de notre société.

Le 9 avril dernier, dix entrepreneurs français âgés de moins de 35 ans, c'est la règle, ont reçu ce prestigieux prix de l'innovation. Parmi ceux-ci, deux polytechniciens, créateurs de start-up, David Vissière, président fondateur de Sysnav, et Rémi Dangla, fondateur de Stilla Technologies. Objectif de la première de ces deux entreprises, pallier les failles du GPS en utilisant la technologie magnéto-inertielle. Rappelons que dans environ 20% des cas, le GPS est inopérant. D'où la solution proposée par Sysnav qui, tirant profit du champ magnétique, va pouvoir ainsi assurer une continuité en matière de navigation et de géolocalisation, en toute circonstance, en toute autonomie,et indépendamment de toute infrastructure, qu'elle soit satellitaire, radio, etc. Un concept sans équivalent, protégé par une douzaine de brevets et qui devrait trouver des applications dans de nombreux domaines comme le médical, les transports, la sécurité de sites sensibles ou encore l'armement. Précisons que pour mener à bien sa démarche, David Vissière a su associer les meilleurs experts français en navigation issus du Ministère de la Défense à des jeunes talents, d'où "une expertise unique en France et à l'international", souligne ce trentenaire

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Innovation destructrice, la méprise de Luc Ferry

Innovation destructrice, la méprise de Luc Ferry | Innovation experts' insights | Scoop.it

Luc Ferry vient de publier un livre étonnant : l’innovation destructrice.
Il expose les effets négatifs de l’innovation en s’appuyant sur le concept de « destruction créatrice » de l’économiste Joseph Schumpeter.

Pour Luc Ferry, l’innovation a le pouvoir de sauver notre économie mais nous plonge dans une révolution permanente qui détruit le présent pour créer le futur. Ce paradoxe n’est pas nouveau et les exemples du Paris de 1830 à 1900 le démontrent.Luc Ferry affirme que l’innovation a perdu son sens et que nous sommes dans un système absurde où l’entreprise fait de l’innovation pour l’innovation.
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Adapt or Perish? How About Neither?

Adapt or Perish? How About Neither? | Innovation experts' insights | Scoop.it

(Tim Kastelle) The business environment is changing - adapt or perish, some say. But there's a third choice - invent the future ourselves. Here are three skills that we need to help us do this.

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The Role of Research in Social Innovation

Are research and practice two coins or two sides of the same coin?

 

We recently reached out to the Stanford Social Innovation Review community—readers of the magazine and online content, as well as participants of the webinars, workshops, and conferences—to better understand the role that research plays in people’s efforts to solve environmental, social, and economic justice issues, and to strive for social change. More than 1,800 people from organizations across a broad spectrum of issue domains and sectors responded to our survey (see “About the Respondents” at the end of this article for more detail). In this article, we summarize what we heard from survey respondents, but also what we did not hear. Our objective is to trigger and inform a constructive discussion on how people in the social sector use research and also on the missed opportunities to use research.


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Five Tech Megatrends That Are Changing the Game

Five Tech Megatrends That Are Changing the Game | Innovation experts' insights | Scoop.it

(Robert B Tucker) In 10 years, over 40 percent of the Fortune 500 will no longer be around. By 2020, more than three fourths of the S&P 500 will be organizations that we have not heard of yet. Predictions like these are common these days. What if they turn out to be correct?

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Les venture capitalists français investissent 25 fois moins que leurs homologues américains

Les venture capitalists français investissent 25 fois moins que leurs homologues américains | Innovation experts' insights | Scoop.it
Les entrepreneurs français ont reçu début juin la visite d'investisseurs américains d'importance : les venture capitalists, qui misent des milliards de dollars dans les start-up de la Silicon Valley. En France, les fonds de capital-risque existent mais ils sont insignifiants à côté de leurs confrères implantés outre-Atlantique.
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Qu’est-ce que l’empathie ?

(Guillaume Villon de Benveniste) Lire les émotions du consommateur dans le but de déchiffrer ses attentes, c'est là l'apport de l'empathie à l'innovation. Innover, c'est comprendre et anticiper

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Creative Thinking - 11 Unique Experiences for Idea Magnets

Creative Thinking - 11 Unique Experiences for Idea Magnets | Innovation experts' insights | Scoop.it

I’m in the midst of developing new themes for the Idea Magnets webcast I’m hosting for the American Marketing Association next week (And btw, have you signed up for the webcast yet? If not, here’s where you can register for Idea Magnets).

One theme from an earlier blog post is unique, once-in-a-lifetime creative thinking experiences. What got me thinking about these creative thinking experiences was our involvement assembling more than one hundred diverse people at the Kansas City Library for a large-scale brainstorming session. It struck me that this particular group would likely never convene again for creative thinking. As a result, we had great responsibility for making this unique creative experience a success.

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Are our organizations ossifying in their approach to innovation?

Are our organizations ossifying in their approach to innovation? | Innovation experts' insights | Scoop.it

(Paul Hobcraft) The balance between risk mitigation and being equipped for risk readiness is still an ongoing struggle to balance for most organizations. 

There is still a continued reluctance for exploring new radical innovation opportunities and although organizations ‘talk’ growth, they continue to struggle in achieving it through new innovation.

The incremental commitments to innovation still rule the day to move growth along. Until a new sustaining confidence returns to our economies, risk mitigation dominates as markets continue to be more volatile and unreliable in predictive data and executive sentiment remains cautious.

 

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