Author Archives: Jeffrey Phillips
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
I’d like to write today about the concept of environment, and why it matters so much to innovation. Continue reading
Lately I’ve met with a number of potential clients who are frustrated that their innovation efforts aren’t creating a bigger splash in the market. It can be difficult to identify the limiting factor in any new product or service. Perhaps the customer need wasn’t as strong as we anticipated.. Continue reading
I was pondering recently the risks associated with innovation. No, not the risks a firm bears to create a new product or service, but the risks that a customer bears when acquiring and using a new product or service. I wonder – do we realize what risks we ask a customer to endure to use a new product?