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Er is meer aan de hand dan een dipje in de conjunctuur. De samenleving ‘kantelt’ stelt hoogleraar duurzame transities Jan Rotmans op zijn website. “Onze maatschappelijke stelsels hebben hun wortels in de tweede helft van de vorige eeuw en functioneerden tot ver in de jaren 80 behoorlijk goed. Daarna werden steeds meer haarscheurtjes zichtbaar.” Rotmans stelt ‘radicale systeemvernieuwing’ voor. De financieel-economische crisis komt bovenop een ecologische crisis, de uitputting van grondstof- en energiebronnen.
The decade of Design Thinking is ending and I, for one, am moving on to another conceptual framework: Creative Intelligence, or CQ. I am writing a book about Creative Intelligence, due out from HarperCollins in fall 2012, and I hope to have a conversation with the Fast Company audience on this blog about how we should teach, measure, and use CQ.
by Michael Schrage | 1:36 PM December 13, 2011 Quiet but unsubtle innovation insurgencies are emerging in global enterprise. Instead of investing more in innovation process or cultural transformation, I'm observing more large organizations giving greater resources and responsibilities to ever-smaller teams. Innovation initiatives that were once handled by dozens a decade ago are now run by only handfuls.
Summary: Leadership is crucial for defining a shared vision and generating buy-in from employees. C-level managers are responsible for creating a learning organization that values systems thinking, craftsmanship, and team learning. C-level managers must design an organization whose structure, processes, metrics, rewards, and talent align with the organization’s mission. Managers are responsible for creating a well-trained, well-organized, well-managed company. If people require constant supervision then management has failed to do its job.
by Chris Trimble | 1:06 PM May 8, 2012 Here's an uncomfortable truth about innovation: No matter how great your idea, you can't deliver breakthrough innovation without breakthrough organizational design. Some companies are great at finding opportunities, diagnosing what customers want, and even designing the perfect offerings to satisfy them. But even if you get all of that right, your effort will fall apart if you build the wrong team to execute. Most companies take the team building step far too casually.
by Scott Anthony | 12:08 PM April 18, 2012 Is there a corporate leader who doesn't extol the virtues of innovation these days? Yet if innovation is so important, why do so many companies have so much trouble with it?
10 Worst Innovation Mistakes in a Recession We are probably already in a recession (or very close to it) and, in the past, CEOs made serious mistakes in trying to cope with a slowing economy. Here is a list of what not to do. All of them hurt innovation.
Are companies more innovative than ever before? Judging from the vast number of Fortune 500 companies professing their commitment to innovation, the answer is yes. But we sense that the more a company talks, thinks, and strategizes about innovation, the less real, big innovation it produces. Take the electronics maker Philips, which introduced one of the world’s first electronic razors, the compact cassette, the CD, and many other game-changing inventions. In more recent years, Philips has been a fixture at innovation and design conferences, presenting impressive strategies, road maps, and processes. The company commands impressive sales--its market cap is about $15 billion--but most people would be hard-pressed to think of a recent exciting breakthrough from the Dutch company.
As an innovation consultant, I found the recent Co.Design post “ Do Innovation Consultants Kill Innovation? ” troubling. Jens Martin Skibsted and Rasmus Bech Hansen are right to castigate much of the innovation consulting industry, which is unfortunately full of firms that have rebranded themselves as innovation experts. Just peruse the website of any large consulting firm.
March 30, 2013 Ideation Doggy Style
August 14, 2010 The List of Lists Of the 410 postings on this blog, the most popular ones have been our lists.
We’ve been preaching innovative thinking since the inception of this blogsite as the best path to more enlightened management, sustainability, and growth. But innovative thinking isn’t just based on random acts of brilliance — it can be forged into a systematic process that can be learned and built into all organizational operations.
Welcome to the world’s most popular innovation blog, featuring regular contributions from the brightest minds in the field of enterprise innovation — thought leaders, practitioners, consultants, vendors, and academia.
Just 10 years ago, getting something for a headache or a cold at the drugstore was a simple enough affair: Ibuprofen or Acetaminophen? No longer: Drugstore aisles are now an eye-melting maze of choices, with products advertising everything from time-release to gel-caps to flavors to different dosages. I half-expect to find tooth-whitening Tylenol, one day soon. But despite all the decision fatigue this induces, I’ll bet this infographic will come as a shock. Created by the OTC drug startup Help Remedies, it lays out all the options for headache pills that you typically find at the pharmacy:
China is hell-bent on creating an industrial-design industry virtually from scratch. It certainly has the national commitment and resources to succeed. The country didn’t create 1,000 design education programs in the past 10 years for nothing. But as a recent Co.Design post by Linda Tischler illustrates, the Chinese will have to overcome entrenched cultural and structural impediments before their investment will pay off.