Innovation Management – Rigorous data analysis (13 Jun 2006) Problem identification is often considered the most boring aspect of creativity. But it is in fact the most crucial. If you're not working on the right problem, then you're working towards the wrong solution; all energy, time and resources are being wasted. Ideally, problem identification should occupy more time than idea generation.
Innovation Management – Selecting Good Ideas (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 distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Innovation Management – Six Crucial Steps (13 Jun 2006) Immediate action. All existing products are on the road to maturation, competitors are hungry, you have to keep moving just to maintain market share, technological change is not getting any slower; you need to have at least the processes for adaptation in place.
Innovation Management – some ideas are better than others (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 – the power of decision makers (13 Jun 2006) One of the most important aspects of creativity and innovation is access to decision makers. One of the fastest killers of creativity and innovation is the inability of innovators to get products off the ground - and when people see that their ideas are not being implemented, they are resistant to engaging in the problem and expending the energy required to come up with good ideas and push them along.
Innovation Management – the Root of the Problem (13 Jun 2006) Problem identification is often considered the most boring aspect of creativity. But it is in fact the most crucial. If you're not working on the right problem, then you're working towards the wrong solution; all energy, time and resources are being wasted. Ideally, problem identification should occupy more time than idea generation.
Innovation Management – what are the practical impediments? (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 what are the practical impediments that prevent commercial success?
Innovation Management: Radical Innovation (13 Jun 2006) One of the common concepts in innovation is the idea of radical creativity. That innovation is only truly innovative if it is radical. But how do we define radical?
Innovation Management: The Hype Cycle (13 Jun 2006) One area of note in the commercialisation phase is the Hype Cycle. The Hype Cycle is one model that helps measure, monitor, benchmark and predict the reaction to an innovation. This is important as innovations, by their very nature, raise expectations, sometimes to unrealistic levels. A good example is the Internet boom - where traffic supposedly "doubled every hundred days."
Innovation Management: The Power of Emotional Attachment (13 Jun 2006) The mere definition of innovation implies a break from the past, something new. However, one of the crucial aspects that many innovators fail to consider is the power of emotional attachment to existing products, methods and practices.
Innovation Management: The Quality and Quantity of the Idea Pool (13 Jun 2006) The quantity and quality of the idea pool is important. The Economist (2003b) states that 3000 bright ideas are needed for 100 worthwhile projects, which in turn will be winnowed down to four development programmes for new products. And four such development programmes are the minimum needed to stand any chance of getting one winner.
Innovation Management: The Time Factor (13 Jun 2006) No matter how good an idea, how good the selection process or how perfect the development and commercialisation of the product, sometimes all that is needed is time for the product to come into its own.
Innovation Management: What Problem Is Being Solved? (13 Jun 2006) Franklin (2003) reported that many innovations fail due to a lack of focus. This sentiment is echoed by Doug Richards (Words of wisdom from the dragon's mouth, Financial Times, 7th May 2005) a venture capitalist who stated that what he really wants to know is what problem the product solves. This stresses the often overlooked but important part of the creativity and innovation process - problem identification.
Innovation, Idea Selection, Valuation (13 Jun 2006) There is no sure fire route to commercial success, but one can maximize the chances of selecting those ideas that are most likely to succeed. Organizations short of R & D resources must implement such processes. The Economist (2003) states that 3000 bright ideas result in 100 worthwhile projects, which are winnowed down to four development programmes. And four such development programmes are required to stand any chance of getting one winner.
Inspirational Power ( Part 1 ) (13 Jun 2006) The Fundamentals of Strategic Marketing, Some Key Traits for Greater Effectiveness
Instantly Uncover Your Corporate Culture (13 Jun 2006) Knowing your company's culture proves crucial for multiple reasons.
Dr. Mercer reveals the fastest way to uncover your organization's culture!
