"L'innovation disruptive vient désormais du monde entier" Les grands groupes ont tout intérêt à se lancer dans des projets de collaboration avec des entreprises issues du monde entier, afin de renouveler leurs modèles et de continuer à innover. Entretien avec Tamara Giltsoff, Sustainability Strategist, à l'occasion de la conférence sur les nouveaux visages de l'entreprise, organisée hier à Londres par PSFK. L'Atelier : Vous aidez les grandes entreprises à se tourner vers des business model innovants, notamment en les encourageant à travailler avec des startup, issues du monde entier. Pourquoi cette démarche ? Tamara Giltsoff : Les grands groupes ont pendant longtemps principalement innové en interne.
Mais aujourd'hui, ce ne sont souvent plus eux qui mettent au point des modèles complètement innovants. L'innovation vient désormais du monde entier, notamment dans les startup. Comment est perçu ce constat par les grandes organisations avec lesquelles vous travaillez ? Mais cela reste nouveau et difficile. The case for creating your own definition of innovation. As part of my auditing process, one of the key questions I ask is: what was the most recent innovation in your industry? Depending on how this question is answered, it will tell me a few things: How this company both defines and perceives innovationIf they are focused on innovationIf they are keeping tabs on their respective industry That question is followed up with a similar but less obvious question: who is the most loved in your industry and why?. This one tells me if they even care about delighting their customers. Anyway, the point is that the initial question, “what was the most recent innovation in your industry?”
It is very simple, if your company says that innovation is a strategic priority, but there are no “innovation breeding habits” on display, you will not innovate. It is like strategy, if no one understands what the company’s strategy is, then all is lost. In other words, if it doesn’t fit with the mental model of your leaders, it won’t get noticed. See what I mean? - StumbleUpon. Innovation is impossible to achieve without taking a necessary amount of risk.
In a world where the success rate of new product entries in the grocery business is 1 in 100, it is inevitable that every success sees failures along the way. An effective innovation leader should encourage creativity and risk taking, while also practicing a tolerance for failure. In order to foster initiative and innovation, ask yourself these questions. Do you allow free research and development (R&D) time? Do you invest in innovation: money, people, resources? Do you celebrate failure and risk taking? In a tough economy the willingness to take risks can wither, so it’s critical to let team members know that failure will not result in punitive measures. Fear of failure is an innovation killer, so here are some simple steps to develop a failure management plan that will lead to a culture of sustainable innovation. image credit: .com. Core Competence Management in the Era of Open Innovation.
“Core competences” are a major concept in managing innovations and technologies. In the era of Open Innovation, the established concept of core competence management needs to be updated. innovation-3’s Frank Mattes recently met with a group of 20 innovation / technology managers from leading firms to work out how this could be done – with the practitioner’s perspective in mind.
In this article you will find the key results of the discussion. Before Open Innovation (outside-in) gained wide-spread interest, innovation / technology managers used a quite straightforward approach for managing their firm’s technologies and capabilities. For the few “core competences”, no one from outside of the firm should be involved in innovation in order to prevent know-how drain – today we would call this a “closed innovation” approach. Unfortunately, life is not that straightforward anymore. Open Innovation has found its way onto the Top Management agenda. Some tough questions for practitioners. Disruptive Innovation Explained. Disruptive Innovation Explained.