Goodman Bergh Innovation Labs Vs3-2

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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!

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  • [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.
  • Goodman Bergh Innovation Labs Vs3-2

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

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