Tuesday, November 22, 2011

Starbucks, Volkswagen, Ericsson go from Megatrend to Business Impact

We are excited to announce the return of The Future Trends Summit and Trenz®Walk to the Front End of Innovation EMEA Conference.

Join us in Zurich, 27-29 February as we challenge you to make impactful change by focusing on the future trends that will impact you, your business, and your brand.

Are you looking for cross industry case studies from the most forward-thinking innovation? 

Attend the Future Trends Summit:  Finding the Next Vibrant Ecosystem

   Megatrend Survey: Swiss SME’s Successful through Innovation
       - Nicole Brandle Schlegel, Head Industry Analysis, Credit Suisse

   From Mega Trends to Business Impact
       - Eckard Foltin, Head of Creative Center, Bayer MaterialScience AG

   When Future Meets Nature
       - Zeynep Arhon, Future Trends Consultant & Accredited Biomimicry Professional, TrendDesk

   Humanity in Every Touchpoint of Your Brand
       - Jean-Marie Shields, Global Trend Manager, Starbucks Coffee Company

   On the Brink of the Networked Society
       - Patrick Regardh, Head of Strategic Marketing, Ericsson

   Open Strategy: Using Wisdom of the Crowds for Identifying Future Trends
       - Caroline V. Rudzinski, Future Affairs Research Group Volkswagen

Download the conference agenda for full details on their sessions.

Are you looking for in the moment insight, inspiration, and applications?

Attend The Zurich Trenz®Walk – A revolutionary approach to predict the future.

The power of trends is in the application of deep cultural insights to real business challenges and solutions.  To succeed in today’s consumer landscape, we must blend art and science to spot the trends and quickly translate the trends into actionable strategic opportunities.  Join us as we “Cool Hunt” in Zurich to identify these trends which will result in culturally relevant business opportunities, from branding to product development to delivery.

NEW for 2012! 

Plus you won’t want to miss our 2 day track on “Design Therapy: Enhancing Lives… Improving Business” with case studies from: Nokia UK, Hasbro UK, Tetra Pak Packaging Solutions, Nestle Purina, BMW Group, DesignworksUSA, Fahrenheit 212 Europe, Adidas, Vestas Wind Systems, Segway, Telefonica, Royal College of Art, TomTom, Whirlpool, and Airbus.

Blog readers save 15% off the standard rate.  

Monday, November 21, 2011

The idea management social network.

The idea management social network.

You may not know it yet, but you want an idea management social network in your organization. If you don’t have one, you may only get an electronic suggestion box, which is really no better than a static list of ideas. And that’s not going to do anyone any good.

Idea management social networks need to be transparent, democratic and dynamic. And they ARE social networks (click “Like” if you agree :-) ).

The idea management social network is transparent. There is no anonymity. We’re all responsible for our own actions. This might be painful at first occasionally. But over time a bunch of smart adults take credit (or criticism) for their own thought; they self police. Truly destructive contributions will take care of themselves…the contributors will start to be ignored. Just think about all the friends you’ve “un friend” on Facebook.

The idea management social network is democratic. Everyone’s opinion, everyone’s vote is equal. It was the old guard (perhaps Innovation 1.0) that gave the most credence to ideas generated by the HPPITR (the Highest Paid Person In The Room). We have lots of smart people on our team and we need to be prepared to hear them, encourage people to post their ideas and give them credit when they succeed. If we give more credence to the ideas of certain people, perhaps making their votes more significant, those who have not yet received notice for over-achievement will never bubble up to the top.

The idea management social network is a parallel universe to real life. Preexisting relationships in the real world may facilitate relationships on the idea management social network (“Mmmm…I’ll invite Bill into this conversation. I think he knows a lot about this”). In this new environment all the players reach out to those with a common area of interest (even if they have polar opposite viewpoints) creating productive pseudo-relationships…relationships which might exist only within the idea management social network.

The idea management social network is dynamic. We all have evolutionary interests. Yes, I’ll always like Eric Clapton, starting in 1969 when I first heard him…but as time goes by I also like Luther Van Dross and I have to admit I tap my toes lately when I listen to Katy Perry. The people who I “follow” on the idea management social network yesterday may be supplanted by my new-found passion for the opinions of those who just spoke up about a brand new topic.

Real life is complex. So is the idea management social network. You need to nurture transparency, democracy and dynamic relationships. If you encourage collaboration, the result will be great, breakthrough ideas. Give it a try.

Ron Shulkin is Vice President of the Americas for CogniStreamer®, an innovation management system. You can learn more about CogniStreamer here http://bit.ly/ac3x60

Ron manages The Idea Management Group on LinkedIn (Join Here) http://bit.ly/dvsYWD . He has written extensively on Idea Management (Read Here) http://bit.ly/b2ZEgU .Also search on "cognistreamer" here on the FEI blog site and you'll get a list of my weekly guest blogger entries.

CogniStreamer® is an idea management software tool. It is an open innovation and collaboration platform where internal colleagues and external partner companies or knowledge centers join forces to create, develop and assess innovative ideas within strategically selected areas. The CogniStreamer® portal is an ideal collaborative platform that invites users to actively build a strong innovation portfolio. In addition it provides a powerful resource for internal and external knowledge sharing. The CogniStreamer® framework is used by industry leaders such as Atlas Copco, Bekaert, Case New Holland, Cytec, Imec, Philip Morris International, Picanol, ThyssenKrupp, Vesta and Vesuvius. CogniStreamer® represents the best use of adaptive collaborative technology such to harness human skill, ingenuity and intelligence.

Tuesday, November 15, 2011

P&G, BMW, Mars Among Keynotes Just Announced for FEI EMEA

The tradition of legendary keynotes continues with the 2012 Front End of Innovation EMEA conference Line-up. Our keynotes tackle the most pressing challenges from leadership, to reverse innovation, to design, to risk-sharing, and challenge you to make impactful change.

Register This Week & Save 15% off the standard and onsite early rate. 

 • BMW i Brand: Design Language and the Future of Mobility
Benoit Jacob, Head Designer, BMW i Brand, BMW

 • Reverse Innovation in China: The Search for Disruptive New Products & Services
John van der Linden, Technology General Manager Oral Care Asia, Procter & Gamble

 • Making Innovation Everyone's Job: People and Culture, Even More than System and Tools Gilles Morel, President, Central Europe & Africa, Mars Petcare

• Business Models that Seperate Leading Companies from Followers
Alexander Osterwalder, Author, Business Model Generation

• Daring Intuition: Living on the Borderline of Possible and Not Possible
Alberto Alessi, President, Alessi

• Risk Sharing Models for Commercialization
Rafiq Hassan, Global Head of Opthalmics, Novartis

• Performance-Based Sustainability: The New Green is Blue
Christian-Andre Weinberger, CEO, SI (Strategy Implemented), Former Corporate SVP, Global Chief Marketing Officer & Chief Sustainability Officer L&HC, Henkel

• Leadership on the Edge: Seven Stories of Personal Development
Uffe Elbaek, Founder and Former Principal, The KaosPilots

Download the conference agenda for full details on their sessions.

In addition to these exciting keynotes, hear best practices case studies on disruptive innovation, social media, innovation management, future trends, design integration, mass collaboration from top innovation executives from:

 Adidas, Airbus, Alcatel-Lucent, Artesis University College Antwerp, A.T. Kearney GmbH, Bayer materialScience AG, BBVA, BMW Group DesignworksUSA, Copenhagen Business School, Credit Suisse, Dow Corning, Ecole Polytechnique Federale de Lausanne (EPFL), Fahrenheit 212 Europe, Firmenich Flavors, Firmenich Perfumery, GlaxoSmithKline, Google, Gruppo Campari, Hasbro UK, HYPE Softwaretechnick GmbH, IBM, Intel Corp, Mars Incorporated, Nestle Purina, Nestle System Technology Center, Nitto Europe, Nokia, Philips Consumer Lifestyle, Pure Insight, Rabobank, Royal College of Art, Seek Inc, Segway, Siemens AG, Smart Design, Starbucks Coffee Company, Swisslog Warehouse & Distribution Solutions, Telefonica, Tetra Pak Packaging Solutions, TomTom, TrendDesk, TRUMPF, Vestas Systems, Volkswagen, Whirlpool, Wyndham Worldwide and more.

Friday, November 11, 2011

Videos Needed: Front End of Innovation 2012 Event


We are currently planning a mini Film Festival during the “Storytelling” section of the  2012 FEI Program

We are looking for corporate innovators who have used  videos to sell an idea forward internally within their client-side organization (not a commercial for external use). 

If you have a video you’d like to share at the event, please email Kelly Schram, Conference Director, kschram@iirusa.com by December 2nd.

Tuesday, November 8, 2011

No Time to Innovate

No Time to Innovate

Take an Innovation Vacation

A popular set of questions that I get asked repeatedly by clients and audience members includes the following:

We know we need to innovate, but who has time?

How do companies balance the day to day operations with the need to innovate?

Without a budget to allocate people to innovation, how can I make innovation part of people’s day jobs?

We all know that when it comes to business, and life in general, that there are two major constraints we all face – and often trade off one against the other – those two constraints are time and money.

Every organization may understand the need for innovation, but it is difficult to execute in a repeatable way because so many of our organizations are set up to maximize the extraction of value from today’s operations and do a poor job of balancing this admirable and necessary goal with the need to develop tomorrow’s revenue and profit-generating operations.

Some organizations set up research and development departments, new product development departments, corporate venturing arms, incubators, or skunkworks to try and address the needs for future revenue and profit streams, but this limits the number of people that can potentially contribute to the potential innovation process and success of the organization – and isolates the efforts from other valuable perspectives and inputs.

Other organizations like Google and 3M also have some of these structures, but in addition try and say to employees that they can spend up to a certain percentage of their time on innovation projects (or whatever work-related pursuit they might want). In 3M’s case the figure is 15% and in Google’s case it is 20%.

There is only one problem with percent time.

The day-to-day deadline pressures and fire drills never disappear in any organization (even an innovative one), and so often the joke goes – sure Google employees get 20% time, but only if it’s on Saturday or Sunday.

So what’s the solution?

Well, after talking with the folks at Intuit as part of the research for my next book project, I’ve come to discover that they approach the time for innovation problem slightly differently.
Instead of just allowing people to spend up to a blanket 10% of their time on innovation projects, instead they allow employees to accumulate that time and then schedule time off to pursue a specific innovation project, often doing so at the same time with 3-4 other employees so they can collaborate on the project idea and push it forward.

I like to call it taking an innovation vacation.

I think this is the best approach I’ve heard so far to balancing the needs of the day to day business and its need for predictable resourcing, with the desire to invest in innovation to sustain the business into the future.

Allowing employees to schedule a collaborative innovation vacation achieves SEVERAL key business goals:
  1. Predictability - It allows managers to do capacity planning and schedule around the employee’s absence

  2. Retention - Allowing employees to take a week or two here or there to pursue an innovation project they are interested in, is likely to lead to higher job satisfaction and retention

  3. Collaboration - If you encourage people to take their time off as cross-functional groups, we know that not only do diverse teams solve problems better, but we also know from EMC’s data on innovation submissions and finalists that projects pursued as teams instead of by individuals are 33% more likely to make the final cut

  4. Increased Organizational Performance - Organizations that have deeper networks and stronger cross-functional knowledge (more T people) are more likely to work together more efficiently, have fewer blind spots, have higher employee engagement, and just have more fun
Time out for a sanity check. 10% time equates to about five weeks a year, and 20% time would equate to about ten weeks a year. So, if you choose to pursue an innovation investment strategy like innovation vacations, you must plan accordingly in terms of staffing (factoring in of course that most employees won’t make full use of it), but I believe it can be done and should be done – for the long-term health of the business.

We try and convince people to allocate 10-15% of their income towards retirement so that they have money to provide for themselves when they grow old and retire, why shouldn’t an organization allocate a similar percentage?

What do you think, could you establish something like this in your organization?

What would you do with an innovation vacation?

* Republished from Innovationexcellence.com with permission of the author.

About the Guest Author:

Braden KelleyBraden Kelley is the author of Stoking Your Innovation Bonfire from John Wiley & Sons. Braden is also a co-founder of Innovation Excellence and founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy.

Wednesday, November 2, 2011

P&G’s Search for Disruptive New Products and Services

FEI Europe is now FEI EMEA

Based off of your feedback, the 2012 event features an expanded geographical focus - with more perspectives to allow you to leverage expertise from across the globe to drive innovation forward and reprioritize in the face of complexity.

Download the full programme to see what we have in store for you in Zurich in February

To Register: Visit www.iirusa.com/feieurope
Call: +1.941.554.3500,
RSVP on Facebook

Please mention your priority code when registering: FEIEMEA12BLOG

Don't miss Procter & Gamble's much anticipated Keynote Presentation on Reverse Innovation on Tuesday 18th February 

World Class Innovation in China: The Search for Disruptive New Products & Services - John van der Linden, Technology General Manager, Oral Care Asia, P&G

In the next decade a more "normal" balance will be restored in the world economy. This might feel "uncomfortable" for people in the West in general, or even multinationals with deep Western roots, as it means not only giving up "power", but also having to embrace a reality that western "values" and "thinking patterns" are NOT what everybody aspires to. Within that reality, winning in the developing eastern markets is key - and within this innovation is fundamental. This session covers a simple framework of lessons learned during 10 years of innovation work in China - where, although culture is really different, it can be harvested for actual superior innovation. It might be less "predictable" vs. a more linear western innovation process, but it might be superior if you are searching for "disruptive" new products of services.

FEI EMEA offers you more content choices than any other event-allowing you to customize your learning across 8 different areas. 

Get the depth and breadth of topics you need now, including:

 • Future Trends: Finding the Next Vibrant Ecosystem 

 • Social Media: Next-Gen of Customer-Inspired Innovation and Co-Creation 

 • Innovation Management: Making Innovation Systematic 

 • Enhance Business Value: Growth Opportunities Beyond your Core 

 • Design Innovation: Uniting Design with the Front End 

 • For Profit and Purpose: Aligning Sustainability and Business Objectives 

 • Fail Forward: Create a Culture of Continuous Learning 

 • Involve Everyone: Overcome the Not Invented Here Syndrome 

 We hope you will join us at the best FEI EMEA conference yet. See you in Zurich in February.

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