By: Gijs van Wulfen Every one of us knows reasons why creativity and innovation are stopped in our organizations. It happens everyday, everywhere in the world. And every time a good idea is stopped, it’s one too many. That’s why I present in chapter five of my new book ‘The Innovation Expedition’, which you can download at the top of…
By: Paul Van Zandt To run a successful business, you must be able to complete individual and shared tasks regularly and reliably. One of the most significant components to achieving this is making sure you create actionable results in your meetings, conversations, and workflow. Doing so, especially when working remotely, can be challenging due to communication barriers and unnecessary hoops…
By: Gary Davis The author draws upon the theory of “emptiness” and other principles of Zen Buddhism to evaluate the desirability of remote vs. person-to-person interaction during the course of innovation, especially new idea development. This evaluation is pursued within the context of three related idea process parameters: interdependence, intuition and intensity. An in-person work environment is recommended for the intense…
By: Fábio Gama / Vinit Parida This study seeks to answer two key questions about the front-end innovation: when do idea generation activities involving internal and external partner’s payoff, and which organizational capabilities support idea generation activities for achieving high front-end performance? How and when do small- and medium-sized enterprises (SMEs) benefit most from idea generation activities? The answer is…
By: Rob Hoehn The innovation process (as variable as it can be) has a seemingly basic format no matter what your goal is: once you understand the problem, you identify some solutions to test. Those tests often occur in some limited, proof-of-concept format and are then rolled out for large-scale adoption. However, while testing out some sort of pilot scenario…
