This document introduces the concept of adaptive innovation. It discusses how the most effective innovators adapt to their environment by using both closed and open innovation approaches as needed. The document outlines five groups of work related to innovation: general needs understanding, discoveries, insights, innovation, and invention. It argues that adaptive innovators are able to rapidly accumulate customer and technological information to develop insights and translate those into innovative ideas and practical inventions. The key aspects of adaptive innovation are understanding customer needs, generating insights, developing innovative ideas that create value, and inventing practical applications.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
The Importance of Innovation for SMEs
Innovation is not Invention.
Everyone and every business can innovate.
Innovation is renewing, changing or creating more effective processes, products or ways of doing things. So for a small business, innovating might well be just having the thought process and courage to try a new marketing strategy or tool, it could be to implement a CRM system or to try a new sales approach. These might not be ground breaking or world firsts (very few things are), but for a small business (and big ones at that) this is innovation.
Why innovate?
Being innovative is key to the success of a small business. Without innovation it is very likely that a small business will fail. This is because if a business is not growing then it is dying. As Einstein said – “The definition of insanity is doing the same thing over and over again and expecting a different result”.
The document outlines 8 steps to build a systematic innovation capability:
1. Build a pipeline by laying the foundation of an innovation program with processes for idea management, buzz creation, and training.
2. Create a challenge book to source ideas by identifying pain points and opportunities.
3. Improve idea velocity by experimenting quickly and cheaply, rapidly prototyping, and iterating business models.
4. The final steps to increase success rate include building an innovation sandbox to safely test ideas and creating a margin of safety.
The document discusses the concept of diffusion, which is the process by which new ideas spread through social groups and become innovations. Diffusion is a type of social change that results from this process of a new idea being communicated and adopted by members of a social system. For an idea to result in social change, it needs to go through the diffusion process and be adopted by enough individuals to reach a critical mass and become self-sustaining. The rate of diffusion of a new idea depends on factors like its perceived advantages, compatibility, complexity, trialability, and observability.
This document discusses open innovation and the innovation ecosystem. It defines key concepts like creativity, innovation, ideas, and inventions. It explains how innovations diffuse through adoption curves and discusses different types of innovations. The document advocates for open innovation using both internal and external ideas. It also discusses how crowdsourcing and gamification can be applied to innovation processes like idea generation and collaboration. Finally, it provides parting thoughts that innovation is multifaceted and requires involvement from both internal and external participants to be successful.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
Innovation is the glue between invention and investment, and transforms ideas into businesses. The process of innovation shapes your idea into something people will value and ultimately purchase.
The innovation process cycles through 4 key steps:
1) Ideas and Solutions
2) Business propositions
3) Business feasibility
4) Business planning
IMT Lecture: Transforming Invention To InnovationDjadja Sardjana
This document provides an overview of a lecture on designing and implementing technology strategy to transform inventions into innovations. It defines key concepts like invention, innovation, innovation diffusion, and the role of entrepreneurs and innovators. It discusses factors for innovation success and failure. It also outlines frameworks for managing the innovation process, including stage-gate models and the importance of cooperation in networks. The document lists several books recommended for further reading on managing technological innovation and strategy.
The Importance of Innovation for SMEs
Innovation is not Invention.
Everyone and every business can innovate.
Innovation is renewing, changing or creating more effective processes, products or ways of doing things. So for a small business, innovating might well be just having the thought process and courage to try a new marketing strategy or tool, it could be to implement a CRM system or to try a new sales approach. These might not be ground breaking or world firsts (very few things are), but for a small business (and big ones at that) this is innovation.
Why innovate?
Being innovative is key to the success of a small business. Without innovation it is very likely that a small business will fail. This is because if a business is not growing then it is dying. As Einstein said – “The definition of insanity is doing the same thing over and over again and expecting a different result”.
The document outlines 8 steps to build a systematic innovation capability:
1. Build a pipeline by laying the foundation of an innovation program with processes for idea management, buzz creation, and training.
2. Create a challenge book to source ideas by identifying pain points and opportunities.
3. Improve idea velocity by experimenting quickly and cheaply, rapidly prototyping, and iterating business models.
4. The final steps to increase success rate include building an innovation sandbox to safely test ideas and creating a margin of safety.
The document discusses the concept of diffusion, which is the process by which new ideas spread through social groups and become innovations. Diffusion is a type of social change that results from this process of a new idea being communicated and adopted by members of a social system. For an idea to result in social change, it needs to go through the diffusion process and be adopted by enough individuals to reach a critical mass and become self-sustaining. The rate of diffusion of a new idea depends on factors like its perceived advantages, compatibility, complexity, trialability, and observability.
The document discusses 9 innovation principles: 1) Co-creating value with customers by developing unique solutions, 2) Involving users early in the innovation process to understand problems, 3) Accessing globally-dispersed knowledge as no single location provides all needed knowledge, 4) Forming collaborative networks as no single company has all needed knowledge, 5) Leveraging dynamics between large and small companies to foster entrepreneurship, 6) Environmental concerns driving new markets, 7) Meeting needs in developing countries which also drives innovation elsewhere, 8) Collaboration between public and private sectors spurring innovation, and 9) Technology enabling but not driving company innovation.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
In this slide deck we show the basic overview of our methodology "Innovation Lab Canvas" which has been developed by mantro to design and evaluate innovation initiatives in corporates like Labs, Digital Hubs, Accelerator Programs, Incubator Programs, etc.
The method and the canvas are published under the Commons License and are to be reused by the world.
This document discusses innovation and leadership. It provides definitions of innovation, outlines innovation processes, and discusses different frameworks for managing innovation. It also profiles Steve Jobs as an innovative leader at Apple and compares his leadership style to current leadership at Apple and Samsung. While Apple currently leads in profits, the summary concludes that Samsung's steady growth positioning it to be neck and neck with Apple in the long run.
Strategic Innovation: Coming to an Industry Near YouBrian Christian
The document discusses strategic innovation for industries. It defines strategic innovation as new offerings that stretch a company's risk levels but do not break the company. The document urges readers to care about strategic innovation because many industries are in flux, making them ripe for disruption, and corporate turnover is accelerating as companies fail to innovate strategically. Finally, it provides guidance on how to achieve strategic innovation through clearly defining starting and end points, developing design principles, and designing a discovery process.
Innovation is defined as the implementation of new or significantly improved products, processes, or marketing methods. The document outlines three main types of innovation: product innovation which involves new or improved goods/services, process innovation which improves production or delivery methods, and marketing innovation which uses new marketing strategies. While related, innovation differs from invention and creativity in that it focuses on applying ideas to create economic or social value.
This document discusses the importance of innovation and creativity for engineers. It explores how engineers can innovate through taking risks, making mistakes, arguing with diverse perspectives, and overcoming challenges in the idea generation, development, and application stages of innovation. Examples of both successful (Beats by Dr. Dre headphones) and unsuccessful (Breastlight cancer detection device) innovations are provided. The document concludes by considering whether innovation is still driving growth and thoughts for the future of innovation.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
18 minutes to innovation a Canadian guide to powering up your business with I...John Leonardelli
The purpose of this guide is to provide a framework that anyone can use to create an act of innovation. Anyone in business, education, health care, or governments, can take the first step to becoming innovative. It is the innovation that drives our economy and can affect positive change in our society.
Make the decision to sit down and 18 minutes from now start on the process of creating an act of innovation.
Innovation involves generating new ideas and implementing them successfully. It can improve performance, solve problems, and create value. The innovation process depends on knowledge and involves turning inventions into goods/services that customers will pay for. It includes deliberate application of information, imagination, and initiative to derive greater value. Effective knowledge management can feed a continual flow of ideas into the innovation process, while innovation focuses on experimentation and creating future best practices. Entrepreneurship is needed to successfully bring innovations to market despite obstacles.
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
What is Innovation? Why is Innovation Important? and Other Good QuestionsStefan Lindegaard
Stefan Lindegaard is an author, speaker and strategic advisor on innovation management. He provides resources on innovation through his website 15inno.com. The document discusses the importance of innovation and having a common language and understanding of innovation. It also lists challenges to innovation such as siloed approaches and lack of resources, and stresses the importance of people, processes, and execution for successful innovation.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
This document discusses the concept of innovation and its importance for businesses. It defines innovation as finding unique solutions to problems through the development of new ideas. The document outlines three types of innovation: functional, emotional, and process innovation. It provides examples of each type, such as Starbucks creating an emotional experience for customers and developing carry cups for functional innovation. The document stresses that innovation is a dynamic, evolving process that aligns with changing human needs and environments. It is critical for businesses to innovate in order to survive and thrive in today's world.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
The Tenets of Collaborative Innovation is a philosophy that is integrated into our innovation process based on researching consistent attributes & behaviors used by the most successful innovators of the past decade.
It reflects the essential insights & approaches that promote the development of fresh ideas & solutions: outlining the techniques that bring disparate entities, thinking, & insights together for breakthrough results in the marketplace.
This document summarizes notes from an innovation workshop held at the University of Lagos Guest House in Nigeria. It includes brainstorming questions, definitions of key innovation terms, barriers and drivers of innovation, and characteristics of an "Innovator Next" - someone with a high propensity to innovate. Participants were encouraged to think creatively and develop their innovative skills through conceptual and network thinking.
The document discusses 9 innovation principles: 1) Co-creating value with customers by developing unique solutions, 2) Involving users early in the innovation process to understand problems, 3) Accessing globally-dispersed knowledge as no single location provides all needed knowledge, 4) Forming collaborative networks as no single company has all needed knowledge, 5) Leveraging dynamics between large and small companies to foster entrepreneurship, 6) Environmental concerns driving new markets, 7) Meeting needs in developing countries which also drives innovation elsewhere, 8) Collaboration between public and private sectors spurring innovation, and 9) Technology enabling but not driving company innovation.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
In this slide deck we show the basic overview of our methodology "Innovation Lab Canvas" which has been developed by mantro to design and evaluate innovation initiatives in corporates like Labs, Digital Hubs, Accelerator Programs, Incubator Programs, etc.
The method and the canvas are published under the Commons License and are to be reused by the world.
This document discusses innovation and leadership. It provides definitions of innovation, outlines innovation processes, and discusses different frameworks for managing innovation. It also profiles Steve Jobs as an innovative leader at Apple and compares his leadership style to current leadership at Apple and Samsung. While Apple currently leads in profits, the summary concludes that Samsung's steady growth positioning it to be neck and neck with Apple in the long run.
Strategic Innovation: Coming to an Industry Near YouBrian Christian
The document discusses strategic innovation for industries. It defines strategic innovation as new offerings that stretch a company's risk levels but do not break the company. The document urges readers to care about strategic innovation because many industries are in flux, making them ripe for disruption, and corporate turnover is accelerating as companies fail to innovate strategically. Finally, it provides guidance on how to achieve strategic innovation through clearly defining starting and end points, developing design principles, and designing a discovery process.
Innovation is defined as the implementation of new or significantly improved products, processes, or marketing methods. The document outlines three main types of innovation: product innovation which involves new or improved goods/services, process innovation which improves production or delivery methods, and marketing innovation which uses new marketing strategies. While related, innovation differs from invention and creativity in that it focuses on applying ideas to create economic or social value.
This document discusses the importance of innovation and creativity for engineers. It explores how engineers can innovate through taking risks, making mistakes, arguing with diverse perspectives, and overcoming challenges in the idea generation, development, and application stages of innovation. Examples of both successful (Beats by Dr. Dre headphones) and unsuccessful (Breastlight cancer detection device) innovations are provided. The document concludes by considering whether innovation is still driving growth and thoughts for the future of innovation.
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
18 minutes to innovation a Canadian guide to powering up your business with I...John Leonardelli
The purpose of this guide is to provide a framework that anyone can use to create an act of innovation. Anyone in business, education, health care, or governments, can take the first step to becoming innovative. It is the innovation that drives our economy and can affect positive change in our society.
Make the decision to sit down and 18 minutes from now start on the process of creating an act of innovation.
Innovation involves generating new ideas and implementing them successfully. It can improve performance, solve problems, and create value. The innovation process depends on knowledge and involves turning inventions into goods/services that customers will pay for. It includes deliberate application of information, imagination, and initiative to derive greater value. Effective knowledge management can feed a continual flow of ideas into the innovation process, while innovation focuses on experimentation and creating future best practices. Entrepreneurship is needed to successfully bring innovations to market despite obstacles.
define of creativity ,define of innovation ,types of innovation ,processes of innovation , source of innovation .importance of innovation ,risk involved in innovation
What is Innovation? Why is Innovation Important? and Other Good QuestionsStefan Lindegaard
Stefan Lindegaard is an author, speaker and strategic advisor on innovation management. He provides resources on innovation through his website 15inno.com. The document discusses the importance of innovation and having a common language and understanding of innovation. It also lists challenges to innovation such as siloed approaches and lack of resources, and stresses the importance of people, processes, and execution for successful innovation.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
This document discusses the concept of innovation and its importance for businesses. It defines innovation as finding unique solutions to problems through the development of new ideas. The document outlines three types of innovation: functional, emotional, and process innovation. It provides examples of each type, such as Starbucks creating an emotional experience for customers and developing carry cups for functional innovation. The document stresses that innovation is a dynamic, evolving process that aligns with changing human needs and environments. It is critical for businesses to innovate in order to survive and thrive in today's world.
This document discusses different models of innovation used by retailers: closed innovation, open innovation, and adjunct innovation. It argues that adjunct innovation, which involves developing products externally and managing them internally, allows retailers to harness more consumer creativity and produce a higher volume and variety of innovative products. Specifically, adjunct innovation uses external ecosystems to source product ideas from consumers, then guides development and brings successful products to market. Examples like Procter & Gamble's Connect & Develop program and Apple's app store demonstrate how adjunct innovation can strengthen the relationship between consumers and retailers.
The Tenets of Collaborative Innovation is a philosophy that is integrated into our innovation process based on researching consistent attributes & behaviors used by the most successful innovators of the past decade.
It reflects the essential insights & approaches that promote the development of fresh ideas & solutions: outlining the techniques that bring disparate entities, thinking, & insights together for breakthrough results in the marketplace.
This document summarizes notes from an innovation workshop held at the University of Lagos Guest House in Nigeria. It includes brainstorming questions, definitions of key innovation terms, barriers and drivers of innovation, and characteristics of an "Innovator Next" - someone with a high propensity to innovate. Participants were encouraged to think creatively and develop their innovative skills through conceptual and network thinking.
This document provides an overview of innovation and creativity. It discusses that passion and motivation lead to innovation, which involves applying ideas, imagination, and initiative to create new value for customers. There are different types of innovation, including product, process, marketing, and management innovation. The document also outlines various techniques for fostering creativity and solving problems innovatively, such as brainstorming, assumption busting, and morphological analysis. It emphasizes that innovation management is crucial for organizations to sustain a competitive advantage in today's unpredictable business environment.
This document provides an overview of intentional and systematic approaches to innovation that could improve philanthropy and increase social impact. It discusses how innovation does not need to be unpredictable, but can be managed systematically using distinct processes and tools. A framework is presented for understanding the innovation process, covering stages from defining problems to diffusing solutions. Opportunities for innovation in philanthropy are explored, along with different roles organizations and individuals can play in the innovation process. The goal is to spark discussion on how to advance innovation in the social sector in a deliberate and sustainable manner over time.
1. The document discusses the definition and importance of innovation. Innovation is defined as the practical implementation of ideas that result in new or improved goods, services, or processes.
2. The benefits of innovation are also discussed, including improved productivity, reduced costs, and increased competitiveness. Innovation is important for progress and sustainability.
3. Several steps for innovation are provided, including understanding the problem, developing solutions, employing agile methods, and testing solutions with customers through iterations and pivots as needed. Resources for further learning about innovation are also listed.
1. The document discusses experiential learning lectures being launched by Sanjay Sahay to provide a blend of management theories and practical experience. It describes the experiential learning model which involves going through a cycle of experience, sharing/processing, and applying lessons to new situations.
2. It then discusses the principles of innovation, including that ideas have value and need advocacy, and innovation involves taking ideas to end users through new products/services. Risk taking is important to innovation as it allows exploring new paths.
3. The innovation process is described as a series of funnels, where many ideas are generated but few make it through phases of screening, feasibility testing, and implementation.
A white paper from The Inovo Group - Opportunities are central to innovation. Read Inovo's latest white paper to learn more or visit theinovogroup.com.
The taste of innovation build-10 x-valuefactory-90days-master-program-brochureFlevum
Brochure The Taste of Innovation | Beyond Performance Experience
How to build your 10x-ValueFactory in 90 days (introduction)
We leven in opwindende tijden - waarin de manier waarop we met elkaar werken sterk aan het veranderen is, waarin de focus naast presteren, veel meer is gaan liggen op de mens. Leiders zijn zich meer en meer bewust dat als het hun mensen goed gaat, het ook goed gaat met de organisatie.
Uitspraken binnen deze context zijn gedaan door:
Wendy Woods - Sr. Partner Boston Consulting Group: “Smart, committed people. They are our most precious and powerful resource. And many of the innovations that people have created recently enable even more people to contribute in even more substantial ways. That’s a significant part of why I’m so optimistic about our future.”
Ed Catmull - Co-founder Pixar: “Talent is rare. Management’s job is not to prevent risk but to build the capability to recover when failures occur.”
Of denk aan het “Growth Manifesto” initiatief van Neville Isdel (Coca-Cola) hoe terug te gaan naar “living our values”, hoe beter samen te werken en mensen te ontwikkelen om ultieme prestatie mogelijk te maken.
Bovenstaande voorbeelden schijnen hun licht over desastreuze focus op alleen presteren bij bedrijven zoals Enron, Lehman Brothers, Atari, Kodak …
Het feit dat klanten producten en/of diensten afnemen geeft aan dat er waarde wordt toegevoegd. De vraag is:
Welke waarde gaat morgen - onbewust ? - gewenst worden?
Wanneer is morgen?
Hoe maken wij contact met morgen?
Hoe creëert u uw eigen WaardeFabriek die antwoorden geeft op deze vragen?
Uw eigen WaardeFabriek?
DeWaardeFabriek gunt iedere organisatie haar eigen WaardeFabriek, waarin het gezamenlijk op zoek gaan naar EN het realiseren van de waarde voor morgen centraal staat.
Samen met DeWaardeFabriek laten wij u tijdens deze bijeenkomst proeven van de elementen die uw eigen WaardeFabriek succesvol maken. Deze elementen in deze bijeenkomst vormen onderdeel van een master-programma “How to build your 10x-ValueFactory in 90 days” dat speciaal voor Flevum-leden in januari 2016 van start gaat.
Na afloop van deze bijeenkomst gaat u naar huis met praktische inzichten die u direct in de praktijk kunt brengen.
Dit programma wordt inmiddels met succes toegepast bij o.a.:
TATA Steel
Stork
SPIE
World Class Maintenance
Innovation is the implementation of new ideas to create value and take advantage of opportunities. It is an intentional process of change that can be learned and managed. There are four main types of innovation: invention of new products/services, extension of existing ideas, duplication of existing products with improvements, and synthesis that combines multiple existing ideas. Innovation can come from unexpected occurrences, incongruities between expectations and reality, process or market changes, demographic changes, perceptual changes, or new knowledge. To innovate, organizations should experiment rapidly, embrace early failures, anticipate using early information, and combine new and traditional technologies. Educated individuals who are receptive to risk and active information seekers are often the ones who innovate.
Innovation is the implementation of new ideas to create value and take advantage of opportunities. It is an intentional process of change that can be learned and managed. There are four main types of innovation: invention of new products/services, extension of existing ideas, duplication of existing products with improvements, and synthesis that combines multiple existing ideas. Innovation can come from unexpected occurrences, incongruities between expectations and reality, process or market changes, demographic changes, perceptual changes, or new knowledge. To innovate, organizations should experiment rapidly, embrace early failures, identify problems early, and combine new and traditional technologies. Educated individuals who are receptive to risk and active information seekers tend to be more innovative.
The document discusses experiential learning lectures (ELL) and innovation. It provides background on the origins of ELL and its focus on blending theories and practical experience. The key aspects of experiential learning are explained, including the cycle of experience, reflection, generalization and application. Innovation is defined and the principles, process, knowledge layers and importance of design are outlined. Case studies are also mentioned. The overall document serves as a guide to ELL methodology and concepts relating to innovation.
This document provides an overview and introduction to the GoInnovate! system for innovation. It discusses how innovation has been key to human progress throughout history. While innovation is important, few organizations have an effective system for achieving consistent innovation results. The GoInnovate! system aims to provide such a system by breaking innovation down into understandable components and showing how it works as a coordinated process. The system utilizes existing organizational skills and processes while also identifying areas for improvement. When implemented fully and continually, the GoInnovate! system is intended to vastly improve organizational functionality and re-energize employees.
This document discusses three examples of systematic innovation:
1) The Medici family in 15th century Florence systematically supported innovators from different fields and places, fostering unprecedented collaboration and cross-pollination of ideas that sparked the European Renaissance.
2) Modern companies like Google systematically apply principles like collaboration across disciplines, creating support systems for innovation, and embracing new technologies to consistently generate innovations.
3) Open-source software projects demonstrate how systematically involving large networks of people in problem-solving through new Internet technologies can lead to transformative innovations.
#CSOAUS: Innovation - for a brighter future at News Corp AustraliaMark Drasutis
The document discusses innovation at News Corp Australia and outlines strategies for driving innovation. It notes challenges like declining print revenue and changing media consumption habits. It advocates for an innovation approach focused on customer needs, operating like a startup, collaboration, prototyping ideas quickly, and creating an innovation culture of autonomous teams, transparency, and acceptance of failure. The key is to focus on customer jobs to be done, think combinatorially, make ideas real through prototypes, and start the process of change through quiet actions today rather than directives.
The document discusses different aspects of innovation including defining innovation, levels of innovation, ingredients for innovation success, and stages of an innovation ladder. It notes that there is no single recipe for innovation success as every company has different characteristics. Innovation can involve developing new products, services, business models, or technologies. Success depends on factors like people, strategy, and processes within an organization. Companies can be at different rungs of an innovation ladder from simply recognizing the need to innovate to having continuous innovation processes.
A preconference workshop proposed for the 2013 Academy of Management: Applying the lean startup model to social and sustainable ventures. Hands-on workshop and intensive discussion, Terrific crew of organizers and more.
Creativity, innovation, and entrepreneurship are related concepts. Creativity involves developing new ideas, innovation applies those ideas to problems and opportunities, and entrepreneurship commercializes ideas through new business ventures. The creative process typically involves preparation, investigation, incubation, illumination, and implementation. Barriers to creativity include rigid thinking and lack of play, while techniques to enhance creativity include allowing new inputs, collaborating, and observing other industries.
THIS IS AN ARTICLE ON THE THEME- "INNOVATE". THE ARTICLE IS PART OF TASK (CONTENT WRITING) UNDER THE CONTENT DEVELOPMENT DOMAIN. THE ARTICLE IS PUBLISHED ON MEDIUM. THIS TASK IS PART OF THE GRIP INTERNSHIP BATCH JANUARY 2022.
The document discusses tools for creating competitive advantage through innovation. It outlines different types of innovation, including products, processes, marketing, and organization. Successful innovation requires understanding customer needs and building products to meet those needs. Companies must change existing meanings and bring radically innovative products to market in order to gain a competitive edge. Innovation does not come solely from designers but from a long process involving various actors within and outside an organization. Fostering creativity throughout an entire organization, not just a few individuals, can lead to innovative ideas and competitive advantage.
Similar to AdaptiveInnovationMalofskyLevinV3WP2014 (20)
1. Adaptive Innovation
An Introduction
Adam Malofsky, Ph.D.
Steven Levin
Those who excel at anything in their lives have a way of making that effort, that interest, that
passion become all pervasive and yet not all consuming in their lives. It's simply in their nature to
always be thinking about that passion, somewhere, some way, some how in the their subconscious
when they are doing just about anything else.
The simple evidence we see? Any devoted athlete, awesome chef, charismatic leader, ambitious
scientists or all star parent will consistently be ready at any time to engage anyone in a deep,
thoughtful conversation about that passion. What’s the burning question? How can an organization
become like that? How can we ourselves create the circumstances, the overall attitudes and
approaches and then results that allow us to do the same as best we can - without huge investments
in programs, processes, consultants that never seem to really deliver the results we all believe
possible.
For us it's all about the Adaptive Innovation lifestyle and it's the basics however simple that set the
stage for employing its principles in our own ways. No rigid programs, no extensive training, no
bare feet and yes, there are bad ideas that really need to die as they germinate. So, here's an update
on our initial paper, but with a few added observations.
Innovation. It’s an often used, likely over used word these days, from describing a new juicy
hamburger to a suspension system on a new car to the title of the one now responsible for either the
company’s future or at least the representation to analysts that innovation is important to our
company. There are all kinds of innovation it seems, from the historically noted closed big firm type
to today’s open innovation initiatives, with even entire firms dedicated to open innovation’s natural
gravitation towards a transactional exchanges of ideas, discoveries and capabilities. The bottom line
is that we are all in search of how to efficiently, effectively and consistently advance our firm’s,
institution’s or individual efforts towards achieving wide ranging goals on an on going basis. Most
would agree that to do this in a world where accessible information is accumulating on ever
accelerating rate at an ever escalating scale, we need to manage our ability to develop new
approaches and ideas much more effectively, at least at a rate exceeding that of our competition. In
other words, we need to innovate efficiently, effectively and consistently to create value in the same
way. What we have seen is that most efforts to date seem to be, while effective, still piece meal and
not comprehensive in nature to many types of situations. In our view, we believe that a holistic,
consumer derived, multi-disciplinary approach that we call Adaptive Innovation may be the key to
survival in our ever-changing world.
Specifically, we have spent the last ten years distilling our own and a lifetime of others experiences
into a an approach towards innovation that takes into account the latter requirements without taking
on a single codified process that in and of itself, becomes self limiting by definition. In fact, the last
few years have even seen now startups created with this new approach, including Sirrus, formerly
Bioformix, one of the largest materials and energy saving opportunities ever created.
2. What did we do? ,We looked to historical context to reveal an approach, versus a process, that is
holistic in nature and that can accordingly be applied to vast number of highly varied situations. In
the end, we have noticed that the most effective innovators use the common approach of adapting
themselves and thus their efforts and processes to their world’s environment. They do not simply
use closed or open innovation. They use both and maybe ten other hybrid or alternate approaches at
the moments in time they are appropriate. In using an adaptive approach to how they interact with
their world, many different processes and tools allow the adaptive innovator be able to rapidly
uniquely accumulate vast amounts of customer and technological information to develop insights
within a consumer context that allows a transformation of that information into customer context
and knowledge where regularly and consistently emerging innovative ideas are reduced to practical,
inventive practice for commercial use.
We also noticed that per Arie DeGues (The Living Company, 1997), formerly of Shell, that those
who were generally conservative and yet highly in touch with the world around them, whether
consciously or in the background, created a long lasting culture of holistic thought. This culture
encouraged a world where ideas could be developed over lifetimes or even beyond with the
accumulated thoughts of single and many people so well communicated that when the moment
arrived within the well communicated context of simple, clear stories of the future, the innovation
happened quickly, capably with little risk and well ahead of the competition.
We call this holistic approach Adaptive Innovation, where consumer understanding allows for the
contextual development of insights and consumer experiences that can be translated into innovation
(ideas that can create value) and invention (reduced to practical, commercial applications). While the
ways people and groups work vary widely, as studied by Peter Senge and others, five groups of work
emerge, three of which are of true interest to most practical innovators today. Those of key interest
to innovators are in bold:
General Needs Understanding
- What makes people happy and satisfied? In other words, what is of value?
Discoveries
- What fundamentally defines our world? This refers to the fundamental sciences.
Insight
- Conceptually, what specific features make people happy and satisfied?
Innovation
- What single or collections of features can be assembled?
- How can they create realizable value?
Invention
- What must be true for an innovative idea to work, to actually deliver value?
- What specific inventions, new or already existing, are required?
- The actual development of practical products that reflect the innovative idea
3. We see a flow of events related to the above that do seem sequential, like a linear process, but that
are likely only generally that way. This is illustrated below.
Figure 1 Simple Work Sequence for Product Development
While any number of loopbacks and interrelationships are plausible and in fact reasonable, our
illustrations purpose for understanding Adaptive Innovation is that a constant feedback loop exists
where to effectively innovate and invent, a much more significant process of observation, analysis
and insight are required. These observations can come form current commercial activities and
products as well as an in depth knowledge of global social-demographic trends. As information is
accumulated and processed, a constant analysis must to be done to ascertain a cascading priority of
needs to develop insight into what is of realizable value versus something that is relatively
unimportant to a particular group. Basically, all innovation must start with and essentially be initiated
by the consumer, the user.
Insights then generally feed and direct two basic sets of activities grounded in the areas of
discoveries in fundamental science that by their nature, are of long term research to practical
application or, alternatively, in the area of innovating, that is, developing practical ideas for specific
products or features of interest to consumers today. Discovery, by its nature, are activities not
generally germane to today’s commercial activities, but are critical to tomorrow’s activities.
Accordingly, we separate these activities and see them as carried out primarily by government
4. institutions, think tanks, universities and other collaborative efforts supported by industry and the
public at large for the long term benefit of product and service innovation.
An innovator’s job is to deliver ideas that can make money, that is, ideas that can realize real value if
a product reflecting the idea is developed. The innovator must develop a solid, commercially
grounded story of why and how the idea will work at delivering value, not simply state an idea. The
idea is not likely even a product, but rather it is likely a feature. A collection of features is reflected as
a product that delivers a probably single, overt benefit. A business model must be developed at
inception or the idea is simply of no practical value. The innovator is essentially responsible for
developing a good commercial story about an idea that reveals, without even a prototype necessarily,
the what must be trues for the idea to succeed. These what must be trues are essentially feature
and/or product specifications that then guide the invention activities. The objective is to reveal
those ideas that have a good story where their likely inventive realization is based upon existing
commercial features versus requiring fundamental scientific discoveries.
The invention activities center upon translating the innovative idea and it’s specifications to
practical, commercial reality as a product feature. What inventions are already commercially available
and have an existing supply chain? From which industries may they be derived? What features will
require an actual invention? Can the inventive requirement be reduced into basic enough elements to
reveal existing, practical inventions that on combination solve the need? Is a longer inventive
process required? Is a basic scientific discovery required to allow the idea to become a reality?
Finally, once assembled, do we have a product that meets all the requirements, including the
commercial one of creating value?
While seemingly simple, putting all of these activities together can be complex and difficult to
manage. The more inventions required, especially when from multiple disciplines, the more and
more complex the management. The more different from conventional approaches, the more
complex the development of a simple, positive consumer experience. In any case, these activities can
be conducted in any number of ways with many different tools and processes. The contention of
adaptive innovation is that many different approaches are plausible and that the best innovators will
simply be those who can best manage the vast tool set and simultaneously be able to effectively
know when to use what when and how. In fact, it is our view that the number and types of
processes and tools are so vast and the situations that emerge are so varied, that no single company
can likely reinvent itself to handle them all alone. Adaptive innovation accordingly reflects this by
acknowledging that rather than have companies expend vast resources trying to reinvent themselves,
companies should instead seek to reallocate resources in such a way as to allow for their adaptive
interaction with many different resources, capabilities, processes, tools, groups and individuals. The
bottom line is that companies need to find ways to innovate without having to disrupt the very
competencies that have made them and continue to make them successful.
To this end, Adaptive Innovation sees new companies emerging that will manage these complex
activities on various levels. Companies such as Nine Sigma, Yet2.com and Innocentive reflect the
more transactional seeking of specific features that are already or are very close to commercial
application. On the other hand, traditional design and branding companies, such as Ideo, very
capably serve the development of customer experiences utilizing generally known commercial
technologies.
We also see another class of firm emerging, whose job it will be to facilitate the development of
5. breakthrough technologies where a complex combination of innovations and inventions are required
to transform an industry. These types of breakthroughs are difficult to achieve alone and often
require an approach that for most firms is so different from their current activities as to be
distracting and thus difficult to effectively implement. Accordingly, we see a strong need to be able
to pull together a vast array of expertise, information, resources and capabilities on a constantly
changing basis. Especially important to speed, efficiency and effectiveness will be the requirement
that one have access to the best minds and capabilities on a just in time basis. Most firms cannot
afford to have such expertise on staff on the chance that they might need them one day or even one
hour a year.
A company that can facilitate not only the management of these resources, but access to them as
well as the management of the insight, innovation and invention processes for complex
breakthroughs will be a key to innovating in the 21 century. The key we see to Adaptive Innovation
will be the management of all of these activities on a global basis and we are striving to be one of the
first to effectively implement it. We even see a new scientific discipline emerging to train
practitioners called by its originators at Georgia Tech “Strategic Engineering”. Strategic
Engineering’s focus is the management of a the wide range of disciplines required to develop the
complex solution mandated by today’s innovation ideas, from engineering to design to economics to
business management. In fact, our most recent successful start-up, Sirrus (formerly Bioformix) was
completely developed on the principles of Adaptive innovation.
When we created Sirrus, Steve and I had noticed some verity simple trends that were being exploited
in on their face seemingly strange ways. By example, to solve our energy conundrum, billions were
being invested in new sources of energy, sustainable sources of energy and then chemicals that
seemed bizarrely inefficient. Historically, no totally new energy form or chemistry simple merged
and was adopted within literally a decade or two on a global, billion-person scale. Why them did
anyone at all expect that doing so now was going to mystically different, easier and more likely?
Instead, we simply asked the question - what must be true to eliminate this conundrum in all of its
facets, not simply the energy itself? How about turning the switch off and not using the power at
all versus finding new sources of energy? Turning off a switch just seems a whole lot simpler. Well,
at Sirrus, formerly Bioformix, we had been searching for years for a way to eliminate or radically
reduce energy use and when we came across efforts in zero energy, high speed curing polymers that
actually had kick ass properties, we realized not only could save manufacturing energy - we could
change what things were made of and how they were made and then how they were delivered to the
consumer. Just-in time, highly enhanced cabinetry delivered in 24 hours to consumers, auto
finishing where without heat and solvent, all parts could be finished the same way in the plant and in
the suburbs and BPA elimination at lower costs than current products, not higher. How about ultra
light weight cars without needing carbon fiber.... How much energy possibly? Five (5) Quadrillion
BTU's or 5% of American energy consumption alone could be saved. Sirrus is our best proof to
date that Adaptive Innovation can work.
Adaptive Innovation is therefore a very effective, simplified, holistic approach to innovation where
one seeks to have access in real time to a vast set of resources, capabilities, processes, tools, groups
and individuals to facilitate the consistent, effective, efficient development of insights to develop
innovate ideas that are ultimately translated into commercial inventions that create value. You do
not need to use all of that - you simply need access top the tools you need when you need them. No
pre-set, rigid process, no dozen stage gates. - just a whole lot of common sense. Yes, for more
complex breakthroughs, the more critical the management of multiple, highly varied disciplines will
6. be, but the point is that it's not needed all the time, very time. For most innovations, consistently
defining and communicating simply, clearly defined needs and memories of the futures and their
why must be trues coupled with most companies already existing processes that are capable, proven
will enable employing Adaptive Innovation.
To learn more, please review more Adaptive Innovation successes at www.elemenceadvisors.com