Wednesday, July 1, 2015
Monday, June 29, 2015
When many people hear the word “Innovation” they think of a service
that created a category: Xerox or FedEx. Or, they think of one that made
bold, brilliant moves to earn a leadership position in an emerging
space: Google, Facebook, Uber and Airbnb.
They may claim that innovation is one of their organization’s core values or core pillars, but no one there can quite articulate how their formal innovation programs works.
Or, you hear bitterness in their voice: “They tried Innovation, once.” This is a composite sketch of many similar stories.
They procured modest funding, were given some time away from their other role, and were charged to bring back something big, something disruptive. On the organization’s dime they went to a few conferences, read a few books, even took a workshop. By retooling themselves they reoriented how they see the business, their mental model of reality. Worlds of possibilities began to open to them – new products, services, adaptations to the business model and, yes, a new platform that would position the organization for optimum growth fueled by radically disrupting the industry.
Rife with potential and inspired by this license to innovate, they morphed together several methods and tools. They got fresh, first-hand insights from the people who use their products and services. They enrolled a few others to join this positive, creative revolution inside the company. The team was electrified, intent on creating not only some cool things, but by the prospect of really helping people have a great experience with their company’s products and services.
The initial business case seemed irrefutable. With the zeal of a business prophet a presentation was given to senior leadership. A portfolio of concepts that could, with modest investment, change the course of the organization for the better were ready to implement.
Then, all of the momentum crashed into a wall. “We’d like to thank you and your team for this new thinking,” says one executive. “We’ve invested a lot into this program, but now is just not the time to actually try these ideas in the market.”
“From this point, just go back to your former role full-time,” says the crestfallen one’s director.
From this point in the organization’s history, this is the perception of Innovation – a few rebel cells in an otherwise orderly body. Yet in reality, the concepts were valid, tethered to the larger context of the company’s identity and strategy. Generating valuable ideas was not the problem.
If you want a value-generating innovation program, you have to first craft a culture that accepts innovation before the commission of a project. Start with the executive team.
Culture first, then concepts – otherwise, you’ll have a business that thinks it has checked the Innovation Box, proven it’s just a fad, and gets back to the same old things, a calcifying culture.
Friday, June 26, 2015
Six Degrees Of Innovation: Business model features you need to innovate
Why Digital Disruption Is Not Good For Incumbent Companies: Disruption will displace 40% of incumbent companies in 12 industries studied
Where Design Boosts Creativity: The Google Offices
Creating A Productive Culture In Your Organization: From cultural awareness to an innovative mindset
The Five-Fold Path To Disruption: Leveraging competitive differentiators
Redefining The Future Of IT: Five trends that are shaping the future
The Evolution Of SEO Trends Over 25 Years: The past and looking forward
5 Predictions For The Future Of Social Media
Apple, Google And Samsung Bet On Walletless Future: Getting rid of cards and wallets to buy groceries
Data And Creativity: The new cozy bedfellows
Thursday, June 25, 2015
Wednesday, June 24, 2015
At Castle, we specialize in helping businesses achieve market leadership through the design and development of game-changing digital products and platforms, so while twiddling our thumbs post networking cocktails at the Seaport Center, we decided to play a game. We took a random samples of the companies represented at FEI this year, to see if we could think of ways in which innovations in digital could make a strategically critical impact on their businesses.
Friday, June 19, 2015
How to Rev Up Your Growth Strategy: Inject innovation into everyday
Your Corporation Is Killing Innovation... Without Knowing It
Can Uber Disrupt FedEx and UPS? Their jump into local delivery market
3D Printer May Soon Make Human Skin?! It could happen within 5 years
Are You Good Enough For The Good Enough Market? via Forbes
Death By Digital Disruption: How do marketers stand to gain?
7 Strategies For Digital Transformation
Video: Can New Twitter CEO Balance Innovation And Business?
Is the 'App Mentality' Killing Students' Creativity? Viewing their lives as string of apps
Thursday, June 18, 2015
The answer to these and other questions are available now at Future in Focus www.futureinfocus.com
Kevin Osborn, Head Futurist for Future in Focus and author of The Complete Idiot’s Guide® to Fatherhood, discusses Millennials as parents, new American grandparents, and the fast growing segment of stay-at-home dads.
Like this topic? If so, then you will love the Foresight & Trends conference, taking place September 29 – October 1 in Los Angeles. It’s the one event that reveals what's coming next and translates that information into actionable insights. Stay tuned to http://bit.ly/1BlYtKD for event updates.
The Future Trends Team
Wednesday, June 17, 2015
October 21-23, 2015 // San Jose Marriott // San Jose, CA
Nintendo's Tim Russell, Manager, Organizational Development will share the effect fear has on innovation, and how leadership development can support innovation on the back end.
BEI brings you outside of the conference walls to TechShop. In addition to a private tour of the facility, you'll hear from entrepreneurs who arrived with an idea and left with a multi-million dollar business (think companies like Square, DoDo Case and Lumio Book Lamp). Tour limited to 35 people, register early to secure your spot!
Intel's VP and GM of New Business Initiatives, Jerry Bautista will share the processes THEY USE for execution and strategic selection that are not based on the judgement of individuals, but rather processes that can be applied for selecting, valuing and scaling ventures
The Mayo Clinic Center for Innovation reveals how they've incorporated human-centered innovation methodology and design thinking practices into new care delivery models.
Innovation leaders from Hewlett-Packard, University of Oregon, SmartOrg, DuPont-Pioneer and Ingersoll Rand provide the insights you need to overcome your challenges to drive innovation forward. From building credibility for your innovation team, overcoming objections to balance your portfolio with incremental and innovative projects, this workshop covers it all.