Goodman Bergh Innovation Labs Vs3-2

  • 532 views
Uploaded on

This is a presentation I gave at numerous occasions to C-level executives in Australia and New Zealand to 'fuel' conversations about Innovation. …

This is a presentation I gave at numerous occasions to C-level executives in Australia and New Zealand to 'fuel' conversations about Innovation.

Chiefly, this presentation promotes our Innovation Lab programme, which we develped since 2005. It combines both our practical as well as our theoretical insight into how organizations worldwide can propel themselves ahead of their competitive curves.

This presention only shows the first part of the entire show. The lasts slides inform you how to view the next part.

I'd like to invite anyone who views this show to send me an email with comments, suggestions and ideas on this presentation's content.

Also, if you'd like to receive a downloadable version of this presentation, contact us directly through that same email address.

Thanks for watching!

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
532
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.
  • [CLICK] Searching for Markets for InnovationMany organizations have plethora of promising ideas - most of which will never become commercialized. [CLICK] Approaching Innovation Without Game-plansMany companies approach innovation without a game plan that positions them for success.Many lack a clear innovation strategy including a decision-making team to evaluate different ideas for commercial feasibility. Lack of an innovation strategy affects all aspects of driving innovative ideas to commercialization; it has the most impact on allocating resources to get the job done. [CLICK] Reliance on ‘Innovation By Accident’Which we also refer to as ‘Serendipitous Innovation’This happens in organizations that take unstructured approaches to innovation, which often results in only incremental improvements with poor implementation and insufficient, incompetent or ‘uninspired’ sponsorship. This typically results in failure to convert promising ideas into commercially valuable outcomes. [CLICK] ‘Traditional Innovation’Traditional Innovation entails the deployment of Traditional Methods, Techniques and Tools to ‘inspire’ organizations to think in more innovative ways, which do not differ from those used previously: surveys, think tanks, brainstorm sessions and workshops. Traditional innovation often ‘sticks’ within organizations that are hopeful that innovation can emerge without having to change anything to what is already done – or has been done. Delivery of uninspired, incremental results are often blamed on people’s inability or disinterest to engage, rather than on the organization’s inability to think differently as a whole.

Transcript

  • 1. PLAYBOOK FOR CHANGE
    How Goodman Bergh’s Innovation Labs
    Helping you Get Ahead of The Competitive Curve
    Part 1: What These Series Address
    VERSION 3.0
    SEPTEMBER 2010
    GOODMAN BERGH LIMITED
    AUSTRALIA - NEW ZEALAND
    www.gblcg.com
  • 2. About This Presentation
  • 3. Prologue
    Goodman Bergh Limited was established as a Business Advisory Agency in 2001 in Auckland, New Zealand.
    It’s establishment brought together many years of practical management consulting experience and skills, expertise and knowledge gained through direct involvement in industries such as:
  • Prologue
    Today, we work intimately with some of the most courageous, visionary and insightful C-level executives we’ve come across throughout our careers.
    These remarkable executives typically lead large Public and Private Sector organizations in Australia, New Zealand, The Middle East, South-east Asia and Europe.
  • 9. Prologue
    This presentation was not just made for them.
    Instead, what you are about to see was made WITH them.
    Thanks to them, we are now able to offer what some call a ‘Breakthrough’ approach to helping organizations regain their competitiveness, viability and sustainability.
  • 10. Prologue
    Also:
    As we plan to expand and grow our range of partnerships with other business leaders…
    ..and across multiple industries and geographies..
    ..we offer you a screening of this presentation in the hope you’ll provide us with comments and feedback on what you’ll see.
  • 11. Prologue
    Your comments, feedback and suggestions for improvement help us to enhance our work.
    We’ll show you a contact email address at the end of this presentation..
    ..hoping you’ll use it to send us your thoughts.
  • 12. Prologue
    This presentation was shown to various audiences in New Zealand and Australia from June 2010 onwards.
    The purpose of screening this presentation was to promote our Innovation Lab programme
    Currently, we are running this programme for a number of Public and Private Sector organizations.
    This programme isn’t just ‘about’ Innovation…
    IT IS INNOVATION!
  • 13. Prologue
    INNOVATION
    Enjoy!
  • 14.      
    “Innovation is the central issue
    in economic prosperity”
    Michael Porter
  • 15.      
    “Don't confuse the art of the possible
    with the art of the profitable.”
    David Tansley
  • 16.      
    “We are surrounded by engineers' folleys:
    too many technical solutions
    still looking for problems to solve.”
    David Tansley
  • 17. What We’re About To Address
    This presentation is about:
    Your Customers
    Your Organization
    You
    ..and discusses how these relate to…
    INNOVATION
  • 18. What We’re About To Address
    This presentation is about:
    Perhaps a good time to clarify some things now…
    Your Customers
    Your Organization
    You
    ..it has Customers.
    You are here because you ‘belong’ to an organization
    Your Organization is ‘here’ because..
    If your Organization wouldn’t have customers…
    ..it wouldn’t be ‘here.’
    Where, then, would YOU be?
  • 19. What We’re About To Address
    This presentation is about:
    Perhaps a good time to clarify some things now…
    Your Customers
    Your Organization
    You
    ..it has Customers.
    You are here because you ‘belong’ to an organization
    Your Organization is ‘here’ because..
    This..
    ..depends on this..
  • 20. What We’re About To Address
    ..depends on this:
    This presentation is about:
    INNOVATION
    Perhaps a good time to clarify some things now…
    Your Customers
    Your Organization
    You
    ..it has Customers.
    You are here because you ‘belong’ to an organization
    Your Organization is ‘here’ because..
    Guess what this depends on…
    ..and if this…
  • 21. What We’re About To Address
    So: What Does:
    This presentation is about:
    INNOVATION
    Perhaps a good time to clarify some things now…
    YOU?
    ..Got To Do With:
  • 22. What We’re About To Address
    So: What Does:
    This presentation is about:
    INNOVATION
    Perhaps a good time to clarify some things now…
    YOU?
    ..Got To Do With:
  • 23. INNOVATION
    What We’re About To Address
    The importance of innovation has been described in a multitude of ways in recent years:
     Innovation has displaced ‘Quality’ as the standard for ‘Differentiation’
     Innovation is the only sustainable competitive advantage
     Innovation is a necessity for continued existence.
  • 24. INNOVATION
    What We’re About To Address
    No matter how it is portrayed, innovation is understood by today’s vast business audience to be vital to any organization's success.
     Innovation has displaced ‘Quality’ as the standard for ‘Differentiation’
     Innovation is the only sustainable competitive advantage
    {But…What Is ‘It?’}
     Innovation is a necessity for continued existence.
  • 25. What Are We Talking About: “Innovation?”
    {But…What Is ‘It?’}
    Innovation can be defined as:
    “The application of new ideas to the products, processes, or other aspects of the activities of an organization that lead to increased “value.”
    “value.”
    This “value” is defined in a broad way to include higher value added for the organization and also benefits to consumers or other organizations.
  • 26. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    The introduction of a new product, or a significant qualitative change in an existing product.
    Process Innovation 
    The introduction of a new processfor making or delivering goods and services.
  • 27. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    Product innovations may be tangible manufactured goods, intangible services, or a combination of the two.
    Process Innovation 
    The introduction of a new processfor making or delivering goods and services.
  • 28. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    Recent tangible product innovations have had a very significant impact on the way we live and work
    Personal Computers, Mobile Phones, Automotive, Appliances
    Process Innovation 
    The introduction of a new processfor making or delivering goods and services.
  • 29. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    Intangible products can complement these types of physical equipment…
    Process Innovation 
    The introduction of a new processfor making or delivering goods and services.
  • 30. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    ...include various pieces of computer software needed to control flows of information through these devices.
    Process Innovation 
    The introduction of a new processfor making or delivering goods and services.
  • 31. What Are We Talking About: “Innovation?”
    Two Important Definitions Are:
    Product Innovation 
    ...include various pieces of computer software needed to control flows of information through these devices.
    Process Innovation 
    Process innovations [new ways of making and doing things] can arise from the use of new combinations of tangible and intangible inputs.
  • 32. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    Key Question 
    “How much novelty is enough to identify any change as “innovation?”
    Key Issue 
    ‘To distinguish innovation, the bringing to market of a truly novel item, from imitation, the adoption of a new technique or design that is already in the market.’
  • 33. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    A product or process can be new to the organization, new to the domestic market, or new to the world market.
    Clearly, the last of these, global novelty, is sufficient to qualify the product or process as an innovation.
  • 34. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    In our view, being “new to the organization” is an insufficient test for innovation, as the organization in question may simply be adopting a product design, or a production method, introduced by a competitor.
  • 35. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    In our Innovation Lab ‘Lingo’ we call this:
    ‘Diffusion of Innovation’
  • 36. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    We define an innovation as new to the organization and new to relevant markets.
    Whether this relevant market is local or global is dependent on the product or process in question…
    ..and the degree to which it is traded in a competitive global or local environment.
  • 37. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    ..and the degree to which it is traded in a competitive global or local environment.
    It seems ill-understood by business leaders…
    ..that this applies to both Public and Private Organizations…
  • 38. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    Another feature of our two definitions of innovation is that the product or process must be introduced into the market place so that consumers or other firms can benefit.
    This distinguishes an innovation from an invention or discovery.
  • 39. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    This distinguishes an innovation from an invention or discovery.
    An invention or discovery enhances the stock of knowledge, but it does not instantaneously arrive in the market place as a full-fledged novel product or process.
  • 40. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    This distinguishes an innovation from an invention or discovery.
    Innovation occurs at the point of bringing to the commercial market new products and processes arising from applications of both existing and new knowledge.
  • 41. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    Innovation occurs at the kernel of a complex process..
    ..preceded by inventions..
    ...and succeeded by the widespread adoption of the new genre of products by customers..
    ..or the adoption of best-practice processes in the majority of organizations.
  • 42. What Are We Talking About: “Innovation?”
    Inherent in the above definitions of innovation is an element of novelty.
    We call this final ‘Stage Diffusion’..
    ..and it is clear that the benefits of innovation to organizations, the economy and its citizens are not fully realized until this has taken place.
  • 43. What Are We Talking About: “Innovation?”
    Our Innovation Labs are designed to help you Innovate in cost-effective, to-the-point ways to deliver outcomes that are directly consequential to your future customers.
    They are designed to help you achieve this..
    ..and this..
    ..and this..
    ..and this..
    ..and this..
    Competitive Advantage
    Corporate Survival
    Improved Bottom-line
    Strategic Focus
  • 44. What Are We Talking About: “Innovation?”
    Our Innovation Labs are designed to help you Innovate in cost-effective, to-the-point ways to deliver outcomes that are directly consequential to your future customers.
    More than five years of research underpins this Programme, for which we relied on 2,500+ Articles, Journals, Papers and Reports authored by Thought Leaders on Strategy, Organizational Change, Business Transformation….
    ..and, of course, Innovation.
  • 45. What Are We Talking About: “Innovation?”
     Out of all that material…
    Three publications describe best what Innovation Labs are about..
  • 46. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “We occupy a world that is connected on multiple dimensions and at a deep level a global system of systems…”
  • 47. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “That means, among other things, that it is subject to systems-level failures, which require systems-level thinking about the effectiveness of its physical and digital infrastructures..”
  • 48. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “[In] the agendas of [1,541] global business and public sector leaders, three widely shared perspectives stand in relief:
  • 49. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “First, the world’s private and public sector leaders believe that a rapid escalation of ‘complexity’ is the biggest challenge confronting them..”
    Complexity
  • 50. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “Second, they are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment..”
    Complexity
    Readiness for Change
  • 51. What We’re About To Address
    In Capitalizing on Complexity [June 2010], IBM’s Chairman, President and Chief Executive Officer Samuel J. Palmisano opens by saying:
    “Third, they identify ‘creativity’ as the single most important leadership competency for enterprises seeking a path through this complexity.”
    Complexity
    Readiness for Change
    Creativity
  • 52. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “At a time when entire economies and industries are reeling from the financial crisis, business leaders are struggling to balance the near-term needs of survival with the long-term demand to find new sources of growth..”
  • 53. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “Never has the need to innovate and be entrepreneurial been more urgent..”
    Urgency
  • 54. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “Research and experience show that innovation offers substantial bottom-line
    benefits: the most innovative companies outperform their industry peers and are the most attractive to shareholders..”
    Urgency
    Bottom-line Benefits
  • 55. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “But innovation needs help.
    The creative process is stunted whenever ideas, capital or talent can’t move freely. Without [..] funding and support, even the best ideas can fail –”
    Urgency
    Bottom-line Benefits
    Funding & Support
  • 56. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “— and in this daunting economic environment, failure has grave consequences.”
    Urgency
    Bottom-line Benefits
    Funding & Support
  • 57. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “We must do everything we can to nurture and stimulate creative thinking across our
    organizations, teams and processes.”
    Urgency
    Bottom-line Benefits
    Funding & Support
  • 58. What We’re About To Address
    In Ernst & Young’s 2009 report on Innovation, ‘Entrepreneurship and Innovation’ its authors state:
    “Global economic recovery depends on it.”
    Urgency
    Bottom-line Benefits
    Funding & Support
  • 59. What We’re About To Address
    JWT, one of the world’s best-known marketing communications agencies with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “Driven by a ‘we vs. me’ mind-set and the realities of the recession, the newest
    entrants to the workforce are motivated more by their Passions than by
    Pay Cheques or Promotions..”
    Passion Vs. Pay
  • 60. What We’re About To Address
    JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “Usually referred to as Millennials, or Gen Y, this
    Generation - born between 1978 and 2000 - can be characterized by a
    preference for meaning over money..”
    Passion Vs. Pay
    Generation Y
  • 61. What We’re About To Address
    JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “Corporations are increasingly catering to Millennial preferences and attitudes,
    given the sheer size of the generation (in the U.S. alone, there are 80 million
    Millennials).”
    Passion Vs. Pay
    Generation Y
  • 62. What We’re About To Address
    JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “While the recession has slowed their influx into the corporate world, it’s clear that this generation’s personality profile will force some shifts
    in business culture…”
    Passion Vs. Pay
    Generation Y
  • 63. What We’re About To Address
    JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “…many businesses are already changing in a bid to retain the strongest young workers, and are actively looking for ways to change the way they operate to remain competitive in this space…”
    Passion Vs. Pay
    Generation Y
  • 64. What We’re About To Address
    JWT, one of the world’s best-known marketing communications brands with a global network with more than 200 offices in over 90 countries, informed us in September 2009:
    “From this perspective, Innovation is not longer merely an option – but an absolute requirement for businesses – both Public and Private – to succeed..”
    Passion Vs. Pay
    Generation Y
    Corporate Survival
  • 65. ‘So What?’ – Why Innovation Labs?
    Today, we are living in ‘Exponential Times…’
    None of these challenges are new…
    ..They’ve simply become harder to grasp, control, and understand…
  • 74. ‘So What?’ – Why Innovation Labs?
    Despite three decades of
    • Process Re-engineering
    • 75. Process Re-design
    • 76. Shareholder Value Return Analysis
    • 77. Economic Value Add Rationalisation
    • 78. Strategic Alignment
    • 79. Quality Movement
    • 80. Competitive Force Analysis
    • 81. Management Operating System Re-design
    • 82. Return on Investment Mapping
    • 83. Lean/Six Sigma
    • 84. Project Management Qualifications
    • 85. Business Intelligence Systems
    • 86. Knowledge Management
    • 87. Organizational and Leadership Behaviour Analysis
    • 88. Enterprise Requirements Planning
    • 89. Just-in-Time
    • 90. Strategic Visioning
    • 91. Scenario Planning & Future Studies
    • 92. Productivity Improvement……..
    • 93. COMPLEXITY
    • 94. READINESS FOR CHANGE
    • 95. CREATIVITY
    • 96. URGENCY
    • 97. BOTTOM-LINE RESULTS
    • 98. FUNDING & SUPPORT
    • 99. PASSION VS. PAY
    • 100. GENERATION Y
    • 101. CORPORATE SURVIVAL
    ..ONE GLOBAL CRISIS CAN WHIPE ALL THIS WITHIN MONTHS….
  • 102. ‘So What?’ – Why Innovation Labs?
    COMPLEXITY
    The butterfly effect is a metaphor that encapsulates the concept of sensitive dependence on initial conditions in chaos theory; namely that small differences in the initial condition of a dynamical system may produce large variations in the long term behaviour of the system…
  • 103. COMPLEXITY
    ‘So What?’ – Why Innovation Labs?
    In relative terms, life was much simpler in in the 1950’s….
    Only a few ‘Butterflies’ affected ‘Life As We Knew It’…
  • 104. ‘So What?’ – Why Innovation Labs?
    But as time moved on….
    COMPLEXITY
    Our World grew far more complex…
    ..with as consequence…
    ..that Butterflies started to multiply…
  • 105. COMPLEXITY
    ‘So What?’ – Why Innovation Labs?
    COMPLEXITY
    Evidence?
    Give five examples of Global Forces that will ‘consequentially’ influence your business within the next six months…..
  • 106. COMPLEXITY
    ‘So What?’ – Why Innovation Labs?
    COMPLEXITY
    …AND CAN PROVIDE BOTH QUANTITATIVE AND QUALITATIVE DATA AND INFORMATION TO SUBSTANTIATE THAT THINKING….?!
  • 107. ‘So What?’ – Why Innovation Labs?
    This already profoundly affects your ability to:
    COMPLEXITY
    People Talk…
    [But are they talking ABOUT you, or WITH you..?]
  • 111. COMPLEXITY
    ‘So What?’ – Why Innovation Labs?
    What’s Going To Happen With Your:
    People Buy…
    [But are they buying from you..?]
  • 121. COMPLEXITY
    ‘So What?’ – Why Innovation Labs?
    How ‘Loyal’ Will Your Sources of Revenue Be?
    People Choose…
    [But will they Choose You..?]
  • 130. ‘So What?’ – Why Innovation Labs?
    Why Should They Care About You?
    COMPLEXITY
    People Make…
    [Will They ‘Make’ or ‘Break’ You?]
  • 138. We seem to respond to this with…
    Because all this introduces:
    ‘So What?’ – Why Innovation Labs?
    But What Tomorrow’s Clients REALLY Want is:
    COMPLEXITY
  • 139. Because all this introduces:
    ‘So What?’ – Why Innovation Labs?
    But What Tomorrow’s Clients REALLY Want is:
  • 140. ‘So What?’ – Why Innovation Labs?
    • Cost: US$50,0000
    • 141. Tapes: US$25-75 Each
    • 142. Size Manual: 1,600 pages
    • 143. Delivery Time: Three-Five Weeks
    • 144. Operators/End-user training provided by manufacturer Amphex
  • ‘So What?’ – Why Innovation Labs?
    • Cost: US$50,0000
    • 145. Tapes: US$25-75 Each
    • 146. Size Manual: 1,600 pages
    • 147. Delivery Time: Three-Five Weeks
    • 148. Operators/End-user training provided by manufacturer Amphex
    • 149. Cost: US$500 [or less]
    • 150. Discs: US$2,00 – 8,00
    • 151. Size Manual: <35 pages
    • 152. Delivery Time: Instantaneous
    • 153. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
  • ‘So What?’ – Why Innovation Labs?
    The original Walkman was marketed in 1979 as ‘The Walkman’ in Japan.
    • Cost: US$150.00 – 225,00
    • 154. Tapes: US$3,00 – 7,00 Each
    • 155. Size Manual: 50-60 pages
    • 156. Delivery Time: Retailed Instantaneous
    • 157. End-users/Customers could only contact Sony by mail or telephone…
  • ‘So What?’ – Why Innovation Labs?
    • As per August 2010 more than 40,000 apps are available…..
    The original Walkman was marketed in 1979 as the Walkman in Japan.
    • Cost: US$150.00 – 225,00
    • 158. Tapes: US$3,00 – 7,00 Each
    • 159. Size Manual: 50-60 pages
    • 160. Delivery Time: Retailed Instantaneous
    • 161. End-users/Customers could only contact Sony by mail or telephone…
    • 162. Cost: US$250 [or less]
    • 163. Discs: No Media Required
    • 164. Size Manual: No Manual
    • 165. Delivery Time: Instantaneous
    • 166. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
  • ‘So What?’ – Why Innovation Labs?
    The Motorola DynaTAC handset was thefirst commercial cell phone. It weighed about 2.5 pounds.
    • Cost: US$4,000 – 5,000
    • 167. Call cost: US$ 2,00 – 7,00 Minute
    • 168. Size Manual: 500+ pages
    • 169. Delivery Time: Three-five weeks
    • 170. End-users/Customers could only contact Motorola by mail or telephone to communicate with technician
  • ‘So What?’ – Why Innovation Labs?
    The Motorola DynaTAC handset was thefirst commercial cell phone. It weighed about 2.5 pounds.
    • Cost: US$4,000 – 5,000
    • 171. Call cost: US$ 2,00 – 7,00 Minute
    • 172. Size Manual: 500+ pages
    • 173. Delivery Time: Three-five weeks
    • 174. End-users/Customers could only contact Motorola by mail or telephone to communicate with technician
    • 175. Cost: US$250 [or less]
    • 176. Media: No Media Required
    • 177. Size Manual: No Manual
    • 178. Delivery Time: Instantaneous
    • 179. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
    • Cost: US$250 [or less]
    • 180. Discs: No Media Required
    • 181. Size Manual: No Manual
    • 182. Delivery Time: Instantaneous
    • 183. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
    ‘So What?’ – Why Innovation Labs?
    Hey…Hold ON!
    You just showed me this picture! 
    • Cost: US$250 [or less]
    • 184. Discs: No Media Required
    • 185. Size Manual: No Manual
    • 186. Delivery Time: Instantaneous
    • 187. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
    • Cost: US$250 [or less]
    • 188. Media: No Media Required
    • 189. Size Manual: No Manual
    • 190. Delivery Time: Instantaneous
    • 191. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
    ‘So What?’ – Why Innovation Labs?
    Hey…Hold ON!
    You just showed me this picture! 
    • Cost: US$250 [or less]
    • 192. Discs: No Media Required
    • 193. Size Manual: No Manual
    • 194. Delivery Time: Instantaneous
    • 195. Buyer has access to online end-user groups [discussions], FAQs and web-based query interface.
    That’s Right
    [This is called ‘Product Convergence…’]
  • 196. ‘So What?’ – Why Innovation Labs?
    “Tomorrow's citizens and customers are more likely to do business with you if you can provide them with second-to-none solutions to problems they have, or don’t know they may or will have…”
    second-to-none solutions to problems they have, or don’t know they may or will have…”
    ..why are you doing all this?
    And if you don’t know what this means…
  • 197. ‘So What?’ – Why Innovation Labs?
    ..it’s unlikely you’ll get all this.
    And if you don’t know whether tomorrow’s customers are going to care about all this…
  • 198. ‘So What?’ – Why Innovation Labs?
    COMPLEXITY
    { Let’s Take Another Perspective On This… }
  • 199. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 200. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 201. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 202. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 203. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 204. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 205. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 206. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 207. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 208. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 209. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 210. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 211. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 212. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 213. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 214. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 215. ‘So What?’ – Why Innovation Labs?
    Business Intelligence
    Project Management
    Productivity Improvement
    Process Redesign
    Enterprise Requirements Planning
    Return on Investment
    Shareholder Value Return
    Process Re-engineering
    Leadership Behaviour
    Quality Movement
    Just-in-Time
    Lean/SixSigma
    Scenario Planning
    Economic Value Add
    Strategic Alignment
    Knowledge Management
    Organizational Behaviour
    Strategic Visioning
    Management Operating System
    Future Studies
    Competitive Force Analysis
  • 216. ‘So What?’ – Why Innovation Labs?
  • 217. ‘So What?’ – Why Innovation Labs?
  • 218. ‘So What?’ – Why Innovation Labs?
    There’s NO DOUBT that all of this is important --
    COMPLEXITY
    Question is:
    IMPORTANT TO WHOM?
  • 219. ‘So What?’ – Why Innovation Labs?
     ANY OF THIS
    ORGANIZATIONAL EFFECTIVENESS
    IN FACT…..
    IS WORTHLESS….
    IF IT’S DONE FOR THE ORGANIZATION FIRST…
    ..AND FOR CUSTOMER S LAST…
  • 220. ‘So What?’ – Why Innovation Labs?
    IF YOUR ARGUMENT IS…
    ..THAT YOUR CLIENT’S DON’T KNOW
    ..WHAT THEY WANT TOMORROW…
    [AND IF YOU TRULY BELIEVE THIS]
    THEN THE PEOPLE WHO ARE SCHEMING TODAY…
    ..TO KICK YOU OUT OF BUSINESS….
    ..WILL DO SOMETHING ABOUT THAT .
    [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]
  • 221. ‘So What?’ – Why Innovation Labs?
    IF YOUR ARGUMENT IS…
    ..THAT YOUR CLIENT’S DON’T KNOW
    ..WHAT THEY WANT TOMORROW…
    [AND IF YOU TRULY BELIEVE THIS]
    THEN THE PEOPLE WHO ARE SCHEMING TODAY…
    ..TO KICK YOU OUT OF BUSINESS….
    ..WILL DO THAT FOR YOU TOMORROW….
    [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]
  • 222. ‘So What?’ – Why Innovation Labs?
    Part 2 of this series about Innovation Labs…
    ..discusses what Innovation Labs are….
    ..how they are structured….
    ..and how – and why! – they deliver results.
    PS: Part 2 also explains what you can do to prevent this ‘little’ issue below from happening…
    [PS: BY KICKING YOU OUT OF BUSINESS, THAT IS]
  • 223. ‘So What?’ – Why Innovation Labs?
    Part 2 of this series about Innovation Labs…
    Email us if you want view Part 2:
    administrator@gblcg.com
    ..or if you’d like us to present this at an event:
    AGM
    Board Meeting
    Executive Meeting
    Team Training
    Seminar
    Webcast
  • 224. ‘So What?’ – Why Innovation Labs?
    Part 2 of this series about Innovation Labs…
    THANKS FOR WATCHING