- Sprout. 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.
Dat is mooi, zegt Rotmans, want: “crisissen zijn de ideale voedingsbodem voor transities.” Nieuwe businessmodellen. Ondernemers hebben ook wel in de gaten dat de economie verandert. Nieuw businessmodel: van eigendom naar toegang Patrick van der Pijl, ceo van Business Models Inc., adviseert bedrijven over hun bedrijfsmodel. Die beweging zie je in verschillende industrieën terugkomen, niet alleen in de dienstensector. De tussenhandel verdwijnt Meer maatwerk. Design Thinking Is A Failed Experiment. So What's Next? 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. Why am I, who at Business Week was one of Design Thinking's major advocates, moving on to a new conceptual framework? Simple. Design Thinking has given the design profession and society at large all the benefits it has to offer and is beginning to ossify and actually do harm. Helen Walters, my wonderful colleague at Business Week, lays out many of the pros and cons of Design Thinking in her post on her blog. Design consultancies hoped that a process trick would produce change. I would add that the construction and framing of Design Thinking itself has become a key issue. There were many successes, but far too many more failures in this endeavor.
Smart Innovators Value Smaller Teams Over Better Processes - Michael Schrage. Solutions | Top 7 reasons for lack of creativity in an organization. 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.
Last year, the new CEO at a client decided to leapfrog existing competitors by creating an innovative product; a product that would attract customers and cause competitors to play catch-up. A team that included the best developers, in the company, was hand-picked; the business was told that cost was not a concern; and the group was secluded from the day-to-day madness and allowed to focus on getting the job done. Lack of a compelling vision In conclusion. To Innovate, Turn Your Pecking Order Upside Down - Chris Trimble. The Four Worst Innovation Assassins - Scott Anthony. 10 Worst Innovation Mistakes in a Recession. Do Innovation Consultants Kill Innovation? | Co.Design.
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. Nokia, also a self-proclaimed innovation leader, is another example of a company that has been very good at innovation strategizing but not so good at following through on its promise. Is Innovation Too Messy To Be Managed And Taught? Hardly. 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. Yesterday’s management, brand, or operations consultant is today’s innovation guru. The problem these consultants run into is that most of them have no ability to actually create an innovation, and so they fall back on what they really know how to do: They analyze. The authors attack innovation processes, arguing that “the difference between success and disaster is largely defined by the selection of a good team--not by its processes.”
The authors believe innovation “should be an attitude that organically runs through the culture of an organization.” Pixar is a rare exception. Alltop - Top Innovation News. Heart of Innovation (Mitch Ditkoff) April 10, 2014The Art of Self-Acknowledgment If you're a creative person regularly involved with starting new projects -- the kind unlikely to get results overnight -- here is a simple practice that will keep you in a positive frame of mind and save you from the all-too-familiar phenomenon of depressing yourself by focusing on the cup (or your life) being half empty.
At the end of each work day, acknowledge yourself for all of your accomplishments, small, medium, and large. But not just silently, in your head, verbally -- aloud. Most cultural creatives, no matter how inspired they are at the beginning of a project, eventually end up feeling down in the dumps. They start focusing on everything they haven't done and everything that hasn't happened instead of focusing on their progress and the fact that they are actually getting closer to their goal.
Continue reading "The Art of Self-Acknowledgment" Posted by Mitch Ditkoff at 02:37 PM | Comments (0) Infographic: LookBookHQ and Beutler Ink 1. 1. The List of Lists. August 14, 2010The List of Lists Of the 410 postings on this blog, the most popular ones have been our lists. Many have "gone viral" (which, I guess, is better than "going postal. ") Anyway, just in case you want to see what all the fuss is about, here is a list of our lists -- something for everybody -- even a list about WHY lists are so compelling. 1. 26 Reasons Why Most Brainstorming Sessions Suck 2. 50 Ways to Foster a Culture of Innovation 3. 20 Reasons Why Many People Get Their Best Ideas in the Shower 4. 56 Reasons Why Most Innovation Initiatives Fail Posted by Mitch Ditkoff at August 14, 2010 01:41 PM i still say that guy at the piano shoulda been in the Marx Bros. i'll read yur blog of lists if i find the time (hey, don get me Stawted!!)
Posted by: Jaimo at August 14, 2010 09:46 PM An excellent list of lists on innovation, thanks for sharing. Posted by: Frostfireltd at August 15, 2010 03:42 PM Post a comment Thanks for signing in, . You are not signed in. Innovate on Purpose. Think For A Change (Paul Williams) Random acts of innovation need not be so random: here’s how - Sm. 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. BusinessWeek recently published a special report on an emerging paradigm called "design thinking," in which innovation is systematically ingrained into processes, much as quality management or Six Sigma.
It appears a number of leading business schools are incorporating design thinking into their curriculum. But how practical is it for business? According to BusinessWeek, design thinking, while still couched in academia, is seeing success in real-world business environments as well. BusinessWeek defines design thinking as such: What better example of turning on the light bulb of innovation than at a lighting manufacturer? Blogging Innovation - Innovation blog articles, videos, and insi. Infographic Of The Day: The Insane Choices You Face At The Drugstore | Co. Design. 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: [Click to enlarge] At first sight, you might assume that this is merely an illustrative chart--that all the branches are simply hypothetical choices that one might face. This, of course, is by design: The infographic is, after all, an advertisement for Help Remedies, a company which offers single-use packets at drugstores labeled simply with your symptoms. The Good News: China May Never Match America’s Creative Muscle. 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.
For the U.S., this is a good news / bad news story. The bad news: The Chinese are likely to succeed eventually and use their new strength in industrial design to make their manufacturing sector even stronger. The good news: The U.S. has such a commanding lead in “industrial design thinking” and a tradition of applying it to the creation of innovative products that it will be many years before China can function at the same level. Industrial design thinking is still a new foreign concept to contemporary Chinese. Can industrial design thinking retool U.S. manufacturing? Creating Innovators: Why America's Education System Is Obsolete. Can Innovative Thinking Be Learned? The Truth: Creativity Comes From Blending Dissonant Goals Into Radical Harmony. Steve Jobs’s prominence in the collective imagination of what a truly innovative business leader should think, say, and do has only strengthened exponentially after his death.
As it often happens in the case of similarly influential, seminal figures, the hard recollection of facts and of “what really happened” gets quickly out-shined by references to memorable, albeit often anecdotal, events in that person’s life. These are the stories that tend to be told again and again until they take on the aura of myths. We love myths, especially when they come with a hero. There’s no denying that the role Jobs has come to play in the field of innovation-at-large is usually associated with the term “genius”--and I largely agree with this value statement.
But I’m interested in how Jobs’s example has shaped our perceptions of where innovation comes from. So what gives? Okay, so what now? Bringing an innovative product or service to market involves a multitude of vectors. Innovation. Bold strategic decisions and precise execution matter more now than ever before in today’s rapidly changing global economy. Whether it is pursuing new growth, delivering the latest innovations or managing risk more effectively, companies have to be ready to see these as unique moments that will define future success and failure, and perhaps even survival.
That is where Monitor Deloitte excels. Our strategy practice, led by Bansi Nagji, takes a 21st century approach to strategy that combined with our deep industry experience position us to collaborate with you to create executable strategies. Unlike our competitors, we can see strategy through to implementation and as a result, increase our impact. It is an approach that can help organizations move more quickly and pragmatically to take advantage of new opportunities while helping to mitigate risks along the way.
And it can work for your business. What we offer. Nokia Outspent Apple Nine Times on R&D - Tech Europe. By Sven Grundberg Despite outgunning Apple Inc. on research and development spending, struggling handset maker Nokia Corp. was unable to head off the threat of the iPhone back in 2007, a comparison of R&D expenditures at Apple and Nokia shows. Between 2004 and 2007—the years leading to Apple’s first iPhone launch—Nokia’s total research and development spend was €17.1 billion ($22.2 billion at today’s exchange rate), against Apple’s $2.5 billion in the same period.
So Nokia spent nine times more than Apple on R&D during those years. While noting this, one should keep in mind that Nokia’s sole focus was on making mobile devices and wireless network equipment, while Apple, by mid-2007, had only just started shipping its first iPhones and was still generating most of its revenue from its range of Mac computers and iPods. Between 2004 and 2011, Apple’s revenues increased roughly 1,200% while its net profit surged by 9,600%.