Does the hierarchy of your organisation stifle innovation? That’s the question posed by David Burkus, writing for management website ChiefExecutive.net.
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There’s no doubt that innovation can be the difference between success and failure for a business. Writing for InnovationManagement.se, Simon Mitchell insists that innovation and culture are two sides of the same coin, and the challenge is to foster an environment where people feel empowered to find a better way of doing things.
You might want your organisation to be thought of as innovative, but simply asking your employees to think outside of the box won’t produce game-changing ideas, notes Lisa Bodell, writing for InnovationManagement.se.
Most of the talk regarding the potential of digital technology for business has been centred around online sales, social networking and mobile applications.
Webcam job interviews are growing in popularity as companies cut back on recruiting budgets, writes Tara Weiss of Forbes.com.
Even giant companies such as Nike and Cisco have used the internet to handle first and second round interviews.
According to an Economist.com 'Management Idea' article, because companies such as Wal-Mart, Dell and Toyota have managed to achieve extraordinary success while doing fairly ordinary things, many managers have realised that what they produce can be less important than the way they pro
Writing for Bloomberg Businessweek, Christine Crandell discusses why some companies successfully innovate and others don't.
Crandell argues that high rates of failure for new products – "once considered an inevitable cost of doing business" – are unacceptable in the modern business environment.
Money might not be the great motivator it is generally believed to be. That is the shock conclusion of a book by best-selling author Daniel Pink called Drive: The Surprising Truth About What Motivates Us, discussed by Hardy Green on Fortune.
According to G. Michael Maddock and Raphael Louis Viton on BusinessWeek.com, the first step towards managing innovation is addressing a key question from employees: "Why should I follow you?"
In Harvard Business Review, Jeffrey H. Dyer, Hal B. Gregersen, and Clayton M. Christensen discuss the five "discovery skills" that make true innovators stand out from the crowd.
In an interview by Jennifer Reingold on CNN Money's Fortune, Malcolm Gladwell expounds on the theory explored in his book, Outliers: The Story of Success - that innate talent is not necessarily what sets legendary CEOs apart from ordinary workers and that the accepted view of the self-made man is a myth.
Scott Anthony uses Forbes.com to remind us that a surprising number of great companies such as General Electric, IBM, McDonald's and Walt Disney were formed through innovation in times of recession.
Can Western businesses survive the recession with cost-innovation strategies used in emerging markets?
According to Peter J. Williamson and Ming Zeng, writing for the Harvard Business Review, Western businesses can cope better in these recessionary times by adopting cost-innovation strategies that have worked for emerging-market companies.
Social technologies are a modern phenomenon. They have found favour with consumers at a faster rate than any previous technologies.
According to Saj-nicole A. Joni and Damon Beyer, writing for Harvard Business Review, certain types of leaders can create conflict in order to provide a spark for creativity and innovation.
Dr Steven Berglas discusses the source of motivation for entrepreneurs on Forbes.com.
In his 'Leading Edge' column on Forbes.com, Sangeeth Varghese discusses the 'WICS' model for creating leaders with its developer, Robert Jeffrey Sternberg.
The CEO's "innovation nightmare" is described by G. Michael Maddock and Raphael Louis Viton on Bloomberg Businessweek, as they impart some advice for chief executives who want to make their companies more innovative.
Writing for the Wall Street Journal, JC Spender and Bruce Strong attempt to take the mystery out of innovation and its inspirations, insisting that a company's own employees are the main source of innovative ideas.
According to Karen Duncum, writing for Bloomberg Businessweek, one of the most effective ways to innovate is ignoring the usual routine, putting your feet up and doing nothing.
According to Bernard T. Ferrari and Jessica Goethals, writing for McKinsey Quarterly, productive rivalry can spur innovation and help the development of products and services, and they cite such diverse evidence as the director of General Electric's Global Research Group, and the more surprising example of the Renaissance.
Some rules on how to brainstorm and find the best insights are provided by G. Michael Maddock and Raphael Louis Vitón, writing for Bloomberg Businessweek. They promise you can use them by yourself or with others to come up with "solid ideas for innovation".
In Harvard Business Review, Vijay Govindarajan and Chris Trimble discuss the conflict that sometimes arises between innovation teams and the people responsible for day-to-day operations. They believe the solution lies in organising an innovative initiative as a partnership of both entities.