Is it possible to invest in tomorrow without damaging performance today? Ken Favaro, writing for Strategy+Business, looks at short-term/long-term tension and how to get over it.
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Weak markets are not a valid excuse for a company’s slow growth, write Kasturi Rangan and Evan Hirsh for Strategy+Business. With the right market proposition, you can achieve success, no matter what state your industry is in.
Adopting a new management practice could give your company competitive edge and boost performance. But, warns Julian Birkinshaw, writing for Harvard Business Review, leaders should beware the “next big thing”.
When innovation initiatives succeed, leaders immediately want more. While this is encouraging for innovation teams, it presents them with the dual challenge of scalability and funding.
As Amina Elahi points out, writing for the Chicago Tribune’s Blue Sky section, innovation doesn’t just happen – it’s created.
You can’t achieve innovation through mission statements or press releases. Many leaders talk about the importance of innovation but are merely paying lip service to the concept.
Developing a strategy and mindset that encourages creative thinking takes concerted effort, observes Lisa Bodell, writing for Strategy+Business.
Creative work can take a long time, observes Jane Porter, writing for Fast Company. Results can be inconsistent, the gestation period can feel unproductive and it’s prone to blockages.
In fact, the challenging nature of creativity and the stagnation involved can tempt you into abandoning projects prematurely.
Creativity can be the key to catching customers, according to Daigo Smith, co-founder of UK online dating website Loveflutter, writing for The Guardian.
Smith summarises the company’s key learnings from the creative process that brought the site to life and “helped generate the industry buzz seen on both sides of the Atlantic”:
Business leaders strive for positive cultural change and innovation, resulting in happy, fulfilled employees creating value throughout the organisation. Writing for Strategy+Business, Lisa Bodell observes that “the journey is just as critical as the destination” when a culture is being reshaped.
Does the hierarchy of your organisation stifle innovation? That’s the question posed by David Burkus, writing for management website ChiefExecutive.net.
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 prod
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.