What are the best practices in turning ideas into real innovations -- implemented and adopted products, services, experiences, business models Digital Transformation: A Road-Map for Billion-Dollar Organizations | Publications Read the main study findings from the digital transformation study conducted by Capgemini Consulting and the MIT Center for Digital Business. Digital transformation – the use of technology to radically improve performance or reach of enterprises – is becoming a hot topic for companies across the globe. Executives in all industries are using digital advances such as analytics, mobility, social media and smart embedded devices – and improving their use of traditional technologies such as ERP – to change customer relationships, internal processes, and value propositions. Other executives, seeing how fast digital technology disrupted media industries in the past decade, know they need to pay attention to changes in their industries now. How can senior executives successfully lead digital transformation?
Sustainable health care: patients, doctors and hospital execs see different futures There is broad consensus among doctors, patients and health administrators that the current U.S. health system is broken and unsustainable; preventive services is under-utilized and -valued, quality is highly variable from region to region and patient to patient, and costs continue to spiral upward without demonstrating value. While these 3 segments – physicians, people-patient-consumers, and hospital execs, agree on this topline assessment, what they see about the future of health delivery in America varies, according to a new survey from the new Optum Institute for Sustainable Health, Sustainable health communities: A manifesto for improvement. This is the kick-off of the Optum Institute, a member of the Optum health services business — the reincarnation of Ingenix, part of UnitedHealth Group. Looking to the future, nearly one-half of community health leaders see health as more sustainable today than five years ago, and expect the next five years to improve.
Disruptive technology Sustaining innovations are typically innovations in technology, whereas disruptive innovations cause changes to markets. For example, the automobile was a revolutionary technological innovation, but it was not a disruptive innovation, because early automobiles were expensive luxury items that did not disrupt the market for horse-drawn vehicles. The market for transportation essentially remained intact until the debut of the lower priced Ford Model T in 1908. The mass-produced automobile was a disruptive innovation, because it changed the transportation market. The automobile, by itself, was not. The current theoretical understanding of disruptive innovation is different from what might be expected by default, an idea that Clayton M. The work of Christensen and others during the 2000s has addressed the question of what firms can do to avoid displacement brought on by technological disruption. History and usage of the term[edit] The term disruptive technologies was coined by Clayton M.
Thomas Kuhn: the man who changed the way the world looked at science | Science | The Observer Fifty years ago this month, one of the most influential books of the 20th century was published by the University of Chicago Press. Many if not most lay people have probably never heard of its author, Thomas Kuhn, or of his book, The Structure of Scientific Revolutions, but their thinking has almost certainly been influenced by his ideas. The litmus test is whether you've ever heard or used the term "paradigm shift", which is probably the most used – and abused – term in contemporary discussions of organisational change and intellectual progress. A Google search for it returns more than 10 million hits, for example. And it currently turns up inside no fewer than 18,300 of the books marketed by Amazon. The real measure of Kuhn's importance, however, lies not in the infectiousness of one of his concepts but in the fact that he singlehandedly changed the way we think about mankind's most organised attempt to understand the world.
Why Failure Drives Innovation | Stanford Knowledgebase This essay was written by Baba Shiv, Sanwa Bank, Ltd. Professor of Marketing at the Stanford Graduate School of Business Failure is a dreaded concept for most business people. But failure can actually be a huge engine of innovation for an individual or an organization. The trick lies in approaching it with the right attitude and harnessing it as a blessing, not a curse. I’ve coined two terms that describe how people view failure: the type 1 mindset, and the type 2 mindset. The type 1 mindset is fearful of making mistakes. The type 2 mindset is fearful of losing out on opportunities. We generally start out with the type 2 adventurous spirit as children. So how do you get people and corporations to shift from 1 to 2? One approach is to engage them in rapid prototyping — the process whereby they brainstorm wild new ideas, and then quickly develop a physical model or mock-up of a solution. To make inspiration work as a motivator, take a look at Cisco Systems. Also on Stanford Knowledgebase:
Race Against The Machine Home | e-pract Moore's law Moore's law is the observation that, over the history of computing hardware, the number of transistors on integrated circuits doubles approximately every two years. The law is named after Intel co-founder Gordon E. Moore, who described the trend in his 1965 paper.[1][2][3] His prediction has proven to be accurate, in part because the law is now used in the semiconductor industry to guide long-term planning and to set targets for research and development.[4] The capabilities of many digital electronic devices are strongly linked to Moore's law: processing speed, memory capacity, sensors and even the number and size of pixels in digital cameras.[5] All of these are improving at roughly exponential rates as well. The period is often quoted as 18 months because of Intel executive David House, who predicted that chip performance would double every 18 months (being a combination of the effect of more transistors and their being faster).[9] History[edit] Gordon Moore in 2004 Network capacity.
the other side of INNOVATION - Research The only effective way to study the management of innovation initiatives is to compile in-depth, multi-year case histories. Doing so is time-consuming and expensive. It requires in-depth interviewing, followed by the meticulous process of synthesizing hundreds of pages of interview transcripts and archived documents into meaningful narratives. The Other Side of Innovation is based on an extensive ten-year study that produced the most extensive library of case studies about executing innovation initiatives in the world. Several of the case studies are summarized in this book. Subject companies include: 3M Corporation Analog Devices, Inc. 3M Corporation Vijay Govindarajan; Julie Lang Length: 4 pages Publication date: 2002 Case No. 2-0002 3M's strategy was rooted in innovation. 3M's 30 Percent Rule, where 30 percent of revenues must come from products introduced in the last four years, clarifies and drives its innovation mentality. This is not your grandfather’s tractor!
Patent Searching and Inventing Resources Digital Business at MIT | Home