Tag Archives: Innovation Management

Measuring Innovation, Part 1/3: Why is Innovation Important, and How do we Measure it Today? - Innovation Excellence

This article is the first in a series of 3 articles discussing measuring product innovation. Continue reading

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Innovation Portfolio Over Time

The challenge for companies will be to find their positions in upcoming platform ecosystems. Not every company has the capability and influence to act as an orchestrating platform builder. But even participating in other firms’ ecosystems can be highly attractive. Continue reading

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Innovation isn’t really an issue of control or not; it’s about the right kind of control. Continue reading

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Innovation and the Art of Implementation: Dealing with Creatives  - Innovation Excellence

Give the creatives the freedom to push back the status quo and to even obliterate the status quo with a sledgehammer. This freedom will unleash their creativity, ultimately helping to catapult your business into a new role as industry leaders, rather than be left behind as laggard and scared, same-old status quo followers. Continue reading

Posted in Business Models, Creativity, Culture & Values, Innovation, Uncategorized | Leave a comment
isolated innovation department

Why investing in a completely isolated innovation department is a terrible way to spend your innovation budget. Continue reading

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The concept of risk often carries an inherent bias for an established company and for valid reasons.Risk can disrupt a healthy revenue stream, a stable customer base, and upset shareholders who like predictable results. Risk is something you manage. It’s something that you mitigate, not embrace. It’s this mentality that causes companies to invest millions of dollars each year just to avoid risk. Continue reading

Posted in Build Capability, Competitions, Culture & Values, Growth, Innovation, Management, Uncategorized | Leave a comment
When Did We Stop Thinking? - Innovation Excellence

The theme that really defies reason is when a whole organization or market segment falls into the trap of formal rigidity, as in “it’s just the way it is.” If you can pinpoint the era when the growth engine was put to rest inside an organization, there is a good chance you can revive it. Continue reading

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