The Eureka Moment of Ideas & Idea Management

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 Idea management is the second of critical processes of Robert’s Rules of Innovation and is essential in Innovation and New Product Development (NPD). It is really important to fill the innovation pipeline with ideas from many different sources in your business. Ideas can be generated from associates, sales, and of course R&D. In addition, it…

How Does Your Company Match Up to the GE Innovation Barometer?

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The GE Global Innovation Barometer conducts annual surveys to put a finger on the pulse of innovation around the world. The survey was conducted earlier this year with over 3,200 high level business executives from over 26 countries participating. The executives surveyed are those chiefly responsible for their company’s innovation development.   This year’s survey touched…

Risk is an Imperative for Sustainable Innovation

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  Over five thousand failures for just one success:  When Thomas Edison discovered the light bulb it took him 5999 tries to get it right.  Edison is quoted as saying, “Every wrong attempt discarded is a step forward.” Of the ten imperatives to Roberts Rules of Innovation, “No Risk… No Innovation” is arguably one of…

Chief Customer Officers – Bob Thompson

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Chief Customer Officers: It’s Time to Build a Voice of Customer Command Center Like Innovation and being the “Chief Innovation Officer”, the CEO has to be focused on many elements to optimize the business and get the desired results.   This week’s Guest Blog is written by Bob Thompson of  CustomerThink.com who just released a great…

Manage Innovation to Drive Value Creation

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  The fundamental purpose of Innovation is to create value that translates into enhanced stakeholder/shareholder value. Sustainable process-driven innovation transforms ideas into vital intellectual property, Intellectual property into revenues, and revenues into increased stakeholder value. While the creation of the idea is important, the creation of value for the customer is equally paramount. In many companies,…

Leading for Innovation

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  Creating a company culture and mindset focused on innovation begins with proper training and coaching from leaders within the organization. From top to bottom, from executives to newcomers, everyone must be included in training and coaching programs. When you develop, support, and educate your workforce, employee engagement soars and innovation becomes reoccurring and sustainable.  …

Innovation Strategy: The top three growth-hacks for CIO’s

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Have a strong, long-term goal that is built on smaller attainable steps.  In an open letter from the CEO of Nike, Inc. Mark Parker shares, “achieving our long-term vision requires us to hold ourselves accountable for real and meaningful short-term progress”.  Having a big long term goal will set the foundation and help you develop…

Innovate With Purpose: Idea Prioritization

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Idea Prioritization  Ideation and idea management pack the front end of the New Product Development (NPD) funnel with a wealth of viable concepts. One of the toughest processes in innovation is idea prioritization. Idea prioritization is about how you invest your company’s product development resources. Most companies have too many projects underway for the limited resources available.…

Invitation to Innovate

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Innovation is hardly a new term. Dating back as early as the 15th century, innovation comes from the Latin innovationem, noun of action from innovare, and means “to renew or change”.  It seems the best-kept secret of today’s top businesses is how they create an atmosphere that promotes and cultivates innovation. According to John Kotter, Innovation does…

Forecasting Innovation: Observe and Measure for Future Success

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When creating innovation, it is vital to set metric goals and track these metrics. One of Robert’s Rules of Innovation, “Observe and Measure,” in terms of the performance of the program implementation, needs to be built-in as a critical and recurring element. Though many companies measure past innovation by studying lagging indicators, Robert reminds us to measure…

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