Author Archives: Jeffrey Phillips
I was working with a client recently where there’s a real, palpable disconnect between the product managers and the executive team. The product managers believe more innovation is necessary – not simply more new products, but more expansive innovation. Continue reading
Paul Hobcraft wrote a nice blog about the genesis of an idea in his article entitled Making Innovation Practice Spread. In his article he talks about two schools of thought. The first is that ideas originate from generating ideas – brainstorming and so forth. The other school suggests that ideas originate from adopting new practices. I think both are true, yet… Continue reading
After a long day of innovation workshops, I ask the fateful question – does anyone have any questions about what we’ve done today? Inevitably one hand goes up. The question: can you tell our executives that we need more time to do innovation? Continue reading
Time was, back when the railroads were built, that the military was basically the only management structure that was large, distributed and relatively effective. This structure was especially valuable when few people had much education, but could be taught relatively simple operations on a production line. Fast forward to today.. Continue reading
As noted in previous posts, I’m returning to the idea that executives have a number of important roles to play when sponsoring innovation. Perhaps one of the most important roles is the work of creating a common innovation definition and language, and communicating the importance of innovation consistently and broadly.
A few days ago I wrote a post about why “environment” matters for innovation. Today, in a continuing series of posts, I want to take a look at why corporate culture is such a vital barrier or accelerator for innovation. Continue reading