How to Manage Innovation as a Process It’s much better to think of innovation as a process than to think of it as an event. I think about it as the process of idea management inside an organisation. This means that in order to innovate effectively, you not only have to generate great ideas, but you have to select the ones that you want to invest in, then execute them, figure out how to keep people inside the organisation committed as you go through the process, then get the new ideas to spread out in the world. And if one part of that process goes wrong, then your innovation efforts will likely fail. That’s kind of scary. One of the tools that I use to help organisations assess where they are is the Innovation Value Chain – which helps assess how effective an organisation is at each step. When you start measuring, it turns out that organisations rarely suffer from not having enough good ideas. That’s less than 5%! Here’s a practical example. The scores are the average for each group, and low scores are better.
Debunking the Myth of Innovation Nearly everywhere you turn these days, you are exhorted to innovate, disrupt, or otherwise prove yourself a game changer. It's enough to make you feel that if you haven't put a couple of Fortune 500 incumbents out of business this week, you've taken your eye off the ball. There's nothing wrong--and plenty that is right--with trying to innovate. To answer that question, we pored over academic studies, talked to innovation experts and entrepreneurs, and turned to some unlikely sources (including racecar teams) to get beyond the rhetoric and find the reality behind six of the most common myths about innovation. MYTH: Innovation is disruption. FACT: Small steps are more likely to spur success. In the wake of Clayton Christensen's influential book The Innovator's Dilemma, many people have come to equate the idea of innovation with disruptive innovation. Not that much, suggests a 2012 report by innovation consultants Bansi Nagji and Geoff Tuff. The 70:20:10 ratio isn't set in stone.
Et si vous mettiez en place un lab dans votre entreprise Chroniques d’experts Innovation Le 13/06/2018 © Getty Images Lorsqu’une entreprise veut innover davantage, on lui dit souvent de mettre en place un « lab ». L’une des voies pour innover et ainsi se différencier, ou simplement survivre dans ce monde VUCA (Volatility, Uncertainty, Complexity, Ambiguity), est de créer un « lab » au sein de l’entreprise. On voit aujourd’hui fleurir de nombreux lab : UR lab, TGV lab, i-lab, Orange labs… Ils n’ont pourtant pas les mêmes finalités. On peut identifier au moins six objectifs à la mise en place d’une structure autonome de type lab : une finalité de prospective, d’agilité et d’incubation, d’innovation ouverte, de facilitation, d’acculturation et de communication ou de création et d’apprentissage. Le lab à finalité de prospective La recherche d’innovation est dans ce cas plus centrée sur l’usage que sur la technologie, plus sur le social, l’humain que sur le « techno-push ». Le lab à finalité d’agilité et d’incubation Le lab à finalité de facilitation
Ten Innovation Myths - Scott Anthony by Scott Anthony | 9:42 AM October 28, 2011 Over the past year I’ve shifted my presentation materials so they include mostly pictures and 96 point font. That’s good for audiences (at least, I think it is), but bad when I get the kind of request that landed in my in-box last week. “I’m doing an innovation update at one of our meetings and I’m hoping you can assist me with some conversation starters,” a senior leader said to one of our clients. I had presented a slideshow on this exact topic in April. So, my colleague Josh Suskewicz and I put our heads together and came up with the 10 innovation myths that we encounter most often in the field. There’s no doubt we missed something important in our list. * This is where the slide showing the barber shop example appears.
50 Examples of Corporations That Failed to Innovate | Valuer.ai | Blog A lot of companies that experience innovation success, grab onto it and believe that it’s their secret to an everlasting success. This mindset puts any company at risk of failure but refusing to evolve with the market can be even more devastating. “Without a robust and resilient innovation strategy, no company can survive,” says Phil McKinney, CEO of CableLabs. Here are 50 examples of corporations that failed to innovate: 1.Kodak Kodak, a technology company that dominated the photographic film market during most of the 20th century. Steve Sasson, the Kodak engineer, actually invented the first digital camera back in 1975. A former vice-president of Kodak Don Strickland says: “We developed the world’s first consumer digital camera but we could not get approval to launch or sell it because of fear of the effects on the film market.” Listen more: NPR’s fascinating dive into the downward spiral of Kodak, “The End of Loyalty, The Rise and Fall of Good Jobs in America by Terry Gross. 2.Nokia
5 Busted Innovation Myths | Innovative Thinking System Innovation is the creative, driving force that keeps companies thriving. William Pollard once said, “Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.” Whether it be in technology, finance, or manufacturing, companies that continue to learn, create, design, and innovate will be successful. With so much thought put into innovation, it is understandable that myths will exist. The following five myths about innovation I heard the most during my career, are busted using a variety of well-excepted truths: Myth #1 – Only artists are innovative. Myth #2 – Innovation takes a lot of time and money. Myth #3 – Knowing a lot of people is necessary to be innovative. Myth #4 – Only the boss is innovative. Myth #5 – Only new companies need to worry about innovation. In order to find further proof that these items are truly myths, one just needs to read more about the top innovative companies. 1inShare
Travail : la créativité cachée Au travail, la créativité ne se limite pas à celle des « créatifs » : des designers aux architectes. Elle touche toutes les professions, même là où on ne l’attend pas forcément : pâtissier, policier… Mais cette créativité ordinaire est souvent ignorée et cachée. Pour de plus ou moins obscures raisons. En 2004, la publication du livre The Rise of the Creative Class (l’ascension de la classe créative) n’est pas passée inaperçue (1). Son auteur, le géographe Richard Florida, soutient que le développement des villes repose désormais sur leur capacité à attirer une « classe créative » composée d’intellectuels, d’ingénieurs, d’informaticiens, d’architectes, de designers et d’artistes. Le succès de la formule a été immédiat. Le mérite de cette thèse est d’avoir attiré l’attention sur ce phénomène central : dans un monde où l’innovation est un facteur déterminant de la compétitivité, la valorisation de toute forme de créativité (technique, économique, intellectuelle) devient enjeu majeur.
Top 10 Innovation Myths Geoffrey A MooreTCG Advisors If you are worrying about innovation, take heart. Only successful companies do. By contrast, unsuccessful companies either aren’t around to do any worrying or are consumed with more pressing concerns, like meeting payroll or paying their bills. At the other end of the spectrum, venture-backed startups have lots of worries, but innovating isn’t one of them – they actually worry more about not innovating, as in let’s not waste our scarce resources reinventing wheels that others have already developed. But you are not a startup. You have some success, some momentum, and therefore some inertia, and it is the inertia that has you worried. By design inertia resists change. This is a good thing, as long as you are headed in a direction you want to go. But when the market changes, inertia acts against your future interests. Now you are right to be worried. So you raise the topic of innovation in hopes of getting some insight. Good luck. 10. Baloney. 9. And whose fault is that?