SOSA, the leading global innovation platform that connects international organizations to innovative technology, has entered into a strategic partnership with Elron, a top Israeli early stage investment […]
Most people think innovation starts with a well-defined problem, and then you brainstorm a solution. Try the opposite: Work backwards by taking an abstract, conceptual solution and finding a problem it can solve. By constraining and channeling our brains, we can make them work both harder and smarter to find creative solutions—on demand.
Launchpad (www.launchrightnow.com), a product design, development, and collaborative resource hub, wants your ideas. Founded in January 2013 as a fresh player in the consumer product development industry, Launchpad partners with people whose ideas - from kitchen gadgets to software apps - need help to move along.
October brings the start of the U.S. baseball championship called the World Series. Baseball, like innovation, is a team sport, and success demands best practices out of the players and team managers. We thought it might be useful compare innovation and baseball given this week’s focus on teams.
Baseball is a diverse sport played in many countries The U.S professional league (called Major League Baseball) has 1200 players from 19 countries. Innovation also requires diversity. A best practice is to make innovation teams diverse in several ways: cross-functional, gender, experience, and cultural. Diverse teams harness the unique perspectives of the team members when applying the innovation and design thinking tools taught in this course.
By the way, how does this MOOC compare to Major League Baseball? We have over 2100 participants from 55 countries! Evidently, diversity is also a driver of learning.
Systematic methods of innovation and design will help you produce a pipeline of ideas. But this creates a new, maybe tougher problem for the practitioner: How do you pick the right ideas to work on? Filtering ideas is an essential part of the innovation process. You want to make sure you spend your time only those ideas with the most potential.
Here's a sample of opinions from our student/practitioners on how to do it:
Leaders need to make innovation personal. Creating a culture, from the top down, where innovation is encouraged appears to be a successful formula. Mike Clem reminds us again that there needs to be a bit of a designer in all of us, and this especially applies to management.
The end of the year is a popular time to publish lists of all sorts. A quick glance at CNN, for example, revealed lists such as "75 Amazing Sports Moments," "The 50 Best Android Apps," "8 Very Old Sites in the New World," and many more.
Here is The Top 10 Most Underappreciated Inventions. The criteria for making this list are: 1. the invention has to be of high value, 2. we take it for granted; we just expect it to be there, and 3. it would be hard to imagine life without it; the substitute for the invention would be unacceptable.
Columbia Business School is offering a three-day Executive Education program called Marketing and Innovation. The program will teach Systematic Inventive Thinking as well as other key innovation concepts.
The program will be held June 17-19 and November 18-20 in New York. The program is ideal for middle- to upper-level executives who are responsible for strategic innovation and new product development. It is especially good for organizations that wish to send a cross-functional team to work on a specific challenge or project together.
With so many successful products created through serendipity, it makes you wonder whether companies can rely on it to create breakthrough products. The answer is no. Serendipity, as a method of innovation, has a very poor track record. The number of serendipitous products is a tiny percentage of the total of all products. It just doesn't yield nearly the amount of blockbuster products as you would think.
So why does it seem there are so many of them? That’s because serendipitous products are more memorable than others. We hear about them in the news media more often. Because of that, we recall more examples of serendipitous products than other inventions. So we’re fooled into thinking they must be occurring at a much higher rate. It just isn’t true.
Even though companies want innovation, resistance to it is strong. After all, innovative ideas, by their very nature, are risky. They are likely to cause some form of change, and people are naturally fearful of change. A new disruptive innovation might be seen as a threat to someone’s job or their status in the organization. People worry that a highly innovative project might steal away some of their resources in terms of budget and manpower.