Management

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Influencing the Organisation (13 Jun 2006)
Managers have a reputation for working with limited resources, and getting the most out of money, materials, time and people. And today we hear so much about global competition, and the need for creativity and innovation, that organisations need more than good management; they need inspirational and transformational leadership.

Innovation Management - idea selection and valuation issues (13 Jun 2006)
Innovation is different and distinct from creativity in that it is idea selection, development and commercialisation as opposed to creativity, which is problem identification and idea generation. The core issue with innovation management is, therefore, how to select those ideas that are most likely to succeed?

Innovation Management and Brainstorming Management – why people hate to brainstorm! (13 Jun 2006)
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. There are a number of reasons why people hate brainstorming sessions. Further, there are a number of reasons why proper brainstorming management yields superior results.

Innovation Management – changing the world! (13 Jun 2006)
all too often the concept of innovation is intricately linked with radical change. In fact, the opposite is true:

Innovation Management – Diversity Can Make All The Difference (13 Jun 2006)
Companies are welcoming a diverse range of employees (The Sunday Times, April 10 2005). Doh!

Innovation Management – does the idea fit with the firm? (13 Jun 2006)
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

Innovation Management – Eliciting Dominant Ideas (13 Jun 2006)
One of the most useful methods of generating ideas is to elicit the dominant ideas or assumptions of an endeavour. Each dominant idea in turn then acts as the root to a pathway from which other ideas can be elicited. This is akin to creating a custom framework for the task.

Innovation Management – Emotion, Habit, and Culture can be Hard to Change! (13 Jun 2006)
Even great ideas developed and commercialised brilliantly may fail to succeed due to cultural, emotional and habitual barriers. Even obviously cheaper, simpler and more effective ideas fail to take off.

Innovation Management – Flexibility (13 Jun 2006)
From the above it follows that there are an enormous number of ideas that require analysis and that many ideas will require different strategies, competencies and resources to implement successfully. Thus, for a firm to innovate a number of projects, the solution is either to:

Innovation Management – forced into it! (13 Jun 2006)
Whilst there is a lot of lip service given to innovation, the reality is that it often results from competitors making significant gains - competitors who themselves have had to be innovative to challenge existing market leaders. Good examples are i) New Coke, forced into action when it lost market share to Pepsi and ii) IBM forced to change as a result of Microsoft.

Innovation Management – Good Leadership (13 Jun 2006)
All of the above stages require good leaders to facilitate, manage, guide and optimise output. There are certain characteristics of leaders that maximise output:

Innovation Management – how does the user benefit? (13 Jun 2006)
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. But how does the user benefit?

Innovation Management – how will we make the go or kill decisions? (13 Jun 2006)
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. But how are GO or KILL decisions made?

Innovation Management – IBM Opens Lid On Its Treasure Chest (13 Jun 2006)
IBM, which registered 3248 patents last year, has decided that sharing technology can sometimes be more profitable than jealously guarding its property rights on patents, copyrights and trade secrets (Herald Tribune, April 11 2005).

Innovation Management – idea selection, development and commercialisation, what are the differences? (13 Jun 2006)
Innovation Management - idea selection, development and commercialisation, what are the differences?

Innovation Management – Innovation or Profit? (13 Jun 2006)
Often the mission statement includes a nebulous goal to innovate, but the real goal is to make a profit:

Innovation Management – Measuring Failure! (13 Jun 2006)
One of the most important aspects of the above process is dealing with failure. This is important as most innovation attempts result in failure and many, many more ideas require reengineering, remodelling or rethinking before they can tread the path to success.

Innovation Management – Producing Great Products, Motivation (13 Jun 2006)
Two of the most critical aspects of motivation include:

Innovation Management – Raw brainpower versus experience (13 Jun 2006)
The best problem identification, idea generation and idea selection requires a intellectual cross pollination. That means, at least:

Innovation Management – Reducing Hierarchy (13 Jun 2006)
Theory consistently states that the reduction of hierarchy and "flat" organisations are better suited to increasing optimal performance. Reality shows us that even the flattest organisations have hierarchy and that it cannot be completely eliminated. Further, hierarchy has value - for example, there are compelling arguments that people look for and follow good leaders.

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