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.
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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.
Writing for Bloomberg Businessweek, Stefan Lindegaard discusses 'open innovation' and the good and bad effects it can have on a company.
On Forbes.com, Donald Delves discusses ways in which pay can encourage innovation.
On the Bloomberg Businessweek website, Keck-Craig president Warren M. Haussler offers an insight into the job of turning a product idea into a prototype.
Extreme hiring is a new phenomenon explored by Nicole Perlroth on Forbes.com. "Psychological scrutiny and rigorous simulations are fast becoming a requisite part of the interview process," she says. "The downturn has shed a decidedly unflattering light on subjective hiring practices," adds Perlroth.
Venuri Siriwardane of Inc.com shares some advice on running a brainstorming session and encouraging an open flow of ideas to spur innovation.
If you want to build an innovative company, you had better make it your business to find employees who think outside the box, says Inc.com, as the online business journal shares tips on hiring for creativity.
On Bloomberg Businessweek, Jeneanne Rae offers advice on driving innovation through conducting executive workshops, which she insists are far more productive and effective than basic brainstorming.
On his HBR.org blog, John Kotter puts forward the theory that conflict can actually help in getting an idea accepted.
This will come as a surprise to leaders who put such a high value on consensus that they feel an urge to complete agreement on everything.
One way to become more innovative is to stop doing all the things that are wasting your time and sapping your energy, say G. Michael Maddock and Raphael Louis Vitón of Bloomberg Businessweek.
On the MIT Sloan Management Review website, Julian Birkinshaw, Cyril Bouquet and J. L. Barsoux dispel some popular myths regarding innovation in the modern business environment, pointing out that there is much conventional wisdom that no longer applies.
Competition among global product makers is currently being reshaped by the rising tide of prosperity in developing economies.
How do you deal with failure? Say, your startup company flounders, or your new product flops, or you simply get fired?
That’s the question posed by Whitney Johnson, writing for the HBR.org Blog Network. She admits that her initial response to failure is despondency and pessimism.
Large, mature corporations are designed around the execution of delivery, rather than the art of discovery. For that reason, they don’t excel at innovation. They are driven by profit and efficiency, which tend to get in the way of innovative developments.
Creative people can detect at an early stage the ‘smell’ of a new idea - this motivates them to pursue and develop that idea.
Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.
If the benefits of a new idea will start to come through in six years’ time, and the full benefits in 20 years, is that idea likely to be implemented?
Whose business is it in an organization to look for ‘concepts’?
Because concepts can occur to anyone at any time, it is everyone’s business to look for concepts. Like many things that are ‘everyone’s business’, concepts end up by being no one’s business. Of course, corporate strategy teams do a lot of concept thinking.
Innovation is widely considered to be the best approach for extracting maximum value from assets old and new. In the high-growth ICT sector, where markets are world-wide, barriers to entry are low, and there is always a small start-up waiting to take over, innovation may well be the best approach for long-term survival.