by Scott Anthony | 9:06 AM August 19, 2008 Companies just starting innovation efforts often begin by getting a group of people together and telling them "It's innovation time!" I've never seen efforts like this succeed in meaningful ways.
The following is an excerpt from Relentless Innovation: What Works, What Doesn’t--and What That Means for Your Business by Jeffrey Phillips.
But the Jobs of the mid-1980s probably never could have made Apple what it is today if he hadn’t embarked on a torment-filled business odyssey.
The formula for a great company is not a business model, or financial projection. shutterstock images
Last updated: 17 September 2011 Originally published: 10 May 2010 Service design can be traced back to the writings of G. Lynn Shostack in the early 80s. [1, 2] Though not new, there is a lot of talk these days about service design.
Last June, Silicon Valley-based startup Evernote closed a round of funding. When describing its business strategy, CEO Phil Libin took a cue from The Social Network and said , "[A billion dollars isn’t cool.]
We get a lot of infographic pitches.
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.
Common wisdom states that startups are hothouses for creativity and innovation, while large corporations are too jammed up with bureaucracy and hierarchy to push the envelope and arrive at new solutions. It’s why more and more companies are trying to “think like a startup,” some even forming smaller divisions that can operate more nimbly and loosely within the larger structure. But is it that simple? Is simply being small and new a recipe for creative thinking, and if so, what happens when a startup gets bigger, and older (presumably everyone’s goal)?
Your start-up may have crossed the threshold to viability.