Thursday, April 30, 2015

Are all designers Design Thinkers?

~ by Aaron Keller



Not all designers are design thinkers and not all design thinkers are designers. 

There, said it.

If you've been down the wandering path of Design Thinking and looked around for your design colleagues, this thought may have crossed your mind.

This, from my experience, is a fact.

It isn't an insult to either camp you may occupy. It is more about knowing who you are, what you enjoy and where you can contribute the most to society. For the sake of classification and speaking on equal footing, here is a perspective.

Design Activist: 
This is the individual who tends toward putting pencil to paper, pixels to screen or clay to a mold. This doesn't mean they don't think, but rather they prefer action and getting to solutions by acting on the information at hand. They may have gone to any number of schools, but their discipline ties back to the arts in some manner (graphic design, industrial design, architecture, writing, theatre, etc). The group is more likely to be able to bring something to life through their discipline (design a product, write a book, design a logo, write a song, etc) They will also have a tendency, if given the change, to find ways to improve anything that enters their purview. This group is equally essential to any successful effort to improve a product, building or the world.

Design Thinker: 
This is the individual who tends toward observing the world around them and discussing the patterns they see with others. This doesn't mean they navel gaze and are unable to put writing utensil to fiberous material, but they prefer to spend more time immersed in the human condition. They too may have gone to schools with an art background, but may also just have a highly diverse educational background without any depth in one subject matter. This person may be less likely to carving clay in a studio, but isn't afraid to get their hands in the mirky waters of understanding patterns in human behavior. They too have tendency and desire to improve the world around them, but may rely on inspiring others to make this reality happen.

A real paired example, who just presented at FUSE a few weeks ago.

Design Activist: Marian Bantjes

Both use the discipline of design in similar but vastly different ways. Marian finds a line between art and design, then blurs it ever more. She makes you wonder, study, consider and ponder in awe of her beautiful work. Bruce works collaboratively with diverse disciplines to use design for the greater good of our global society.

Now, you're wondering. Could this be one person? Certainly, they are rare, but do exist. Though, both these qualities do exist in anyone who has been in, around or passionate about innovation, creativity and design. Though, if you know which of these you favor, then it makes it all the better if you can pair up with someone in the other camp. But, with all this lead up, this isn't the big question to ask in the world of innovation, product development and design.

Which one appears where in what part of your process? Do you bring design activist or design thinkers into the early stage of an innovation process inside your organization? Can you bring both? Or do you wait until the concept has been vetted with the proper titles and egos?

Answer with a comment or stop me at FEI in a few weeks. I'd know and write more about it.

Aaron Keller
Founding Partner
Capsule
@kellerofcapsule

Heading to Boston in a few weeks for The Front End of Innovation conference? If you're not going, look into tickets, it is worth the 30 minutes with the boss to carve out some budget. I've been before and the content is a Venti Frappuccino blend of practical and inspirational.

Why Investing in Entrepreneurs is a Smart Innovation Strategy

Sikorsky’s Disruptive Technology Lead Says Big Companies Can Fill the Growing VC Gap

By Marc Dresner, IIR

Sikorsky Aircraft Corporation makes helicopters, and it’s probably not the first place one would expect to find a robust open innovation program.

After all, why would a multi-billion-dollar aerospace company known for its engineering brilliance need to look outside its own walls to innovate?

Jonathan Hartman
They have the talent, the resources…

But according to Jonathan Hartman, Sikorsky’s Disruptive Technology Lead, deep pockets and personnel aren’t enough for any company today.


“A singular, monolithic internal R&D architecture just doesn’t work anymore.”

“A singular, monolithic internal R&D architecture just doesn’t work anymore,” Hartman told me in an interview.

“You cannot keep up with all of the product cycles that are happening, so you have to venture out into an open innovation model,” he added.

Hartman says easy access for individuals to technology that used to constitute a competitive advantage for large corporations has democratized innovation.

“The gap has closed for anyone to innovate like a large corporation.”

“For the equivalent of a gym membership, I can wander in and use a multi-million-dollar machining facility. I can go online and utilize supercomputing technology…So the gap has closed for anyone to innovate like a large corporation,” he said.

Fortuitously for large companies, Hartman also notes available venture funding has been shrinking, which has enabled Sikorsky and other corporations to invest in entrepreneurs—much in the vein of VCs.

There’s a gap between what angel investors and VC can do and that’s really where corporations can fill that gap and help accelerate technological innovation,” he said.

“Your dollar goes further. You can do more with less and faster with entrepreneurs.”

Among other upsides, Hartman says investing in entrepreneurs can actually prove more efficient than spending the money internally.

“Your dollar goes further. You can do more with less and faster with entrepreneurs,” said Hartman.

In this episode of Forward Focus—FEI’s expert interview series—Jonathan Hartman discusses the trend of big companies investing in entrepreneurs to fuel innovation and how Sikorsky is putting it to work.

Check it out on FEI's YouTube Channel or watch below!



About Forward Focus
Forward Focus is a special interview series featuring thought leaders and experts at the forefront of innovation.

Forward Focus is brought to you by FEI 2015—the 13th annual Front End of Innovation conference—taking place May 18-20 in Boston.


For more information or to register, please visit www.frontendofinnovation.com


ABOUT THE AUTHOR / INTERVIEWER
Marc Dresner is IIR USA’s sr. editor and special communication project lead. He is the former executive editor of Research Business Report, a trade publication for the marketing research and consumer insights industry. He may be reached at mdresner@iirusa.com. Follow him @mdrezz.

Wednesday, April 29, 2015

Inside the Innovation Environment at Top Companies in Boston

Adventure Learning: Front End of Innovation isn’t just another innovation conference. It’s an innovation experience, carefully curated to help you start a movement in your organization.

By definition, movements don't start by being static. You need to explore. Experience innovation in action as FEI takes you behind the scenes to Boston's most cutting edge innovators s their heads of R&D reveal secrets behind their success.


Moderna Therapeutics: Why did Moderna just get $100 million in backing from Merck? Co-Founder and Chairman Noubar Afeyan leads you in a tour and talk on how the company is conducting breakthrough research on its messenger RNA Therapeutics platform technology. – 2 spots left

MassChallenge: Visit the MassChallenge headquarters- the world's largest startup accelerator- in the Boston Innovation & Design Building, engage with the MassChallenge team & hear from alumni companies doing amazing things in the startup world. – 4 spots left

Optum Labs: Optum Labs (A UnitedHealth Group and Mayo Clinic partnership): Tour the cutting edge innovation center of the health care industry's first open collaborative research and innovation center. – 3 spots left

Northeastern University: Hear about how Rogers Corporation partnered with Northeastern University to facilitate communication and communication between faculty, students and Rogers' staff, shaping the next generation of innovation. – 6 spots left

Shire: Phil Vickers (global head of R&D) leads you on a tour and ensuing talk on the unique challenges in rare disease R&D, a culture that fuels success, and ensuing partnerships/co-creation models. – 3 spots left

Pfizer: Explore Pfizer's innovative facility that truly reflects their belief that collaboration is the key to translating scientific knowledge into breakthrough therapies to improve patients' lives. – Sold Out

Hubspot: Hear how HubSpot thinks about innovation at scale, how the company's culture fosters an entrepreneurial mindset and how they build ownership and autonomy within every division. – Sold Out

Reebok: In addition to a brief tour of the Reebok campus and an overview of Reebok's upfront innovation approach, you'll watch live research exploratory fielding that demonstrates facial coding applied as an overlay. – Sold Out

Space is Limited – Be sure to register today to secure your spot!

Use code FEI15BL for $100 off the current rate. Register today: http://bit.ly/1DWSTc3

All the best,
The FEI Team
@fei_innovation

#FEI15

Tuesday, April 28, 2015

Why an Exponential Organization May Bury Your Company

New Breed of Competitor Innovates Ten Times faster!

By Marc Dresner, Senior Editor, IIR

In just the past five years a new breed of competitor has emerged. And chances are it is ten times faster, more efficient and more capable of innovating than your company.

They’re called “exponential organizations” and, as the name suggests, they scale amazingly well.

With a few notable exceptions—Apple, Google, Amazon—these aren’t (at least initially) big name players, but according to Salim Ismail, Founding Executive Director of Singularity University, they can outperform them by a factor of ten on a variety of metrics.
Salim Ismail

Procter & Gamble takes about 300 days to go from a new idea to a product on the shelf at Walmart. Quirky does that in 29 days.”

“Procter & Gamble takes about 300 days to go from a new idea to a product on the shelf at Walmart. Quirky does that in 29 days,” noted Ismail, co-author of “Exponential Organizations: Why New Organizations are Ten Times Better, Faster and Cheaper than Yours (and what you can do about it).”

Traditional organizations, Ismail observes, tend to be hierarchical, centralized and closed, and they operate around an “ownership” model predicated on scarcity (of people, resources, assets, platforms, etc.).

In contrast, ExOs—as he calls them—function in a way that’s fundamentally different; they embrace and leverage openness, transparency and abundance.

ExOs focus outward, not inward, and according to Ismail this gives them an edge in a world where the pace of technological advancement is increasing exponentially.

“The external world is now moving so fast that if you try to do innovation solely from inside, you’re dead.”

“The external world is now moving so fast that if you try to do innovation solely from inside, you’re dead,” said Ismail in a podcast interview with Forward Focus.

Ismail—who, by the way, launched and ran Yahoo’s Brickhouse internal incubator—added that companies that cling stubbornly to innovating from within will more likely than not strangle their own innovation pipeline.

“When you try to do a traditional skunkworks, the immune system of the company will attack you.”

“When you try to do a traditional skunkworks, the immune system of the company will attack you,” he said, “because our traditional organizational structures are built to withstand change and withstand risk and keep doing the same thing.”

Editor’s note: This same argument was made by Steve Blank in an earlier interview with Forward Focus. Check it out here.

Another of ExOs’ distinguishing (and potentially alarming) characteristics is that they like to play in different sandboxes.

Accordingly, Ismail says large, established companies at the top of a category are particularly vulnerable to being disrupted by them.

“We think they are sitting ducks.”

“Most large companies are stuck in a particular vertical trying to build products and services for that vertical. We think they are sitting ducks,” Ismail said.

It’s this propensity to hunt for opportunities outside its resident category—maybe more so than its design capability and underlying technology supply chain—that Ismail credits with Apple’s success.

What Apple does…

“What Apple does—unlike any other big company in the world—is they take a small, disruptive team, keep them completely stealth, put them at the edge of the organization and say, ‘go attack another industry,’ leveraging an information capability and then adding to their platform,” said Ismail.

“Apple has no theoretical limit to their market cap,” he added. “I fully expect they will be the first trillion-dollar company because they are not stuck in one marketplace.”

In this podcast with Forward Focus—FEI’s expert interview series—Salim Ismail acquaints us with the exponential organization and what it will take for established companies to compete.



Editor’s note: Salim Ismail will be delivering a keynote at the 13th Annual Front End of Innovation taking place May 18-20 in Boston.

For more information or to register for FEI 2015, please visit www.frontendofinnovation.com


Ps. REGISTER TODAY with code FEI15BL and SAVE $100!


ABOUT THE INTERVIEWER
Marc Dresner is IIR USA’s sr. editor and special communication project lead. He is the former executive editor of Research Business Report, a trade publication for the marketing research and consumer insights industry. He may be reached at mdresner@iirusa.com. Follow him @mdrezz.

Monday, April 27, 2015

Discover the Voice of Everyone

In marketing and product development, VOC (Voice of the Customer) is a common research technique to discover customer preferences, needs, expectations and aversions. Is researching only the customer enough to inform product design?


Think Bigger: Voice of Everyone

bb7’s VOE (Voice of Everyone) research methodology honors ALL stakeholders such as product assemblers, shippers, maintenance techs, buyers, re-sellers and end-users. Products developed with all stakeholders in mind succeed in meeting everyone’s unique needs. The VOE approach to understanding user and market needs is a comprehensive view of a product’s life cycle. VOE produces clear results and works well even with highly disruptive product concepts, a contrast to traditional VOC methods that often become unreliable.

Powerful Steps to Success

·         Identify everyone with a stake in the product life cycle
·         Rapidly articulate their needs, motivations and values
·         Recognize and exploit areas of common interest
·         Recognize and mitigate areas of contention
·         Examine alternatives and select the most promising way to proceed
·         Provide the development team with clear and actionable direction
·         Capture and retain insight so that future efforts become increasingly efficient

Voice of Everyone is successful because it requires understanding all needs as early as possible. It is the roadmap that uncovers opportunities to deliver market-dominating solutions. VOE uncovers more opportunities for product improvement, profitability and evolution than just VOC.

Listening to the Right Voice

Is your customer the actual product user? Do you sell your products or equipment to businesses who resell the product? Is your customer just purchasing your product on behalf of another user? Traditional VOC will limit design research.

A key aspect of bb7’s VOE is identifying and studying the actual product users who are often not the direct customer. For example, consider the food service equipment industry. “Paul in Purchasing” might buy beverage dispensers for a café chain. He might be seen as the customer to the beverage dispensing equipment manufacturer, but Paul is not “Bella the Barista” who will use the dispenser regularly or “Chris the Customer” who routinely requests a perfect Americano or “Sam in Service” who is responsible for the dispenser’s maintenance. Each stakeholder has vastly differing priorities.

VOE ensures a strong focus on user-centered design through simultaneous consideration of user experience, form and function. Results from user research provide a clear vision to develop and position products with practical, responsive and market-dominating solutions.

VOE Influences the Effectiveness of Existing Design Processes

·         Simultaneous consideration of form, function, features, fit, feasibility and user-experience
·         Rapid establishment of a rich set of alternatives
·         Structured comparison and selection of concepts and development approaches
·         Measureable progress toward meeting final design requirements
·         Visibility into competitive response options
·         Basis for communicating with market to confirm understanding of needs

The Value of Research

Improving your odds for brand-building success relies on VOE to acquire the information that will drive design decisions. Form and function go hand-in-hand but understanding where everyone places value significantly influences new product design and development.

VOE’s Benefits

·         Identifying areas of opportunity that help focus time and resources toward developing solutions that will satisfy customer needs, rather than chasing arbitrary alternatives
·         Getting it right the first time helps the product meet or exceed everyone’s needs to promote a positive reputation from the start
·         Reduction in redesign effort
·         Strong opportunity to position a product immediately as a market leader

Listen for Success

Voice of the Customer is fundamental to business insight and strategy. Researching beyond the “customer” provides a view of every stakeholders’ interaction, perception and needs related to your product, brand and business. Listen to the Voice of Everyone to discover a complete understanding of opportunities. Success is out there if you’re willing to listen. 

About bb7: bb7 is a global product development firm known for being the secret weapon behind profitable products that solve untapped demand, unresolved needs and business goals – across nearly every industry. The key to bb7’s high project success rates: More in-house capabilities than the average PD firm. Start-ups through Fortune 500 companies have relied on bb7 for product strategy, research, concept development, ID, prototyping, engineering, testing and product implementation.

Saturday, April 25, 2015

Joep Huijsmans - Shell GameChanger for Ideas that can Dramatically impact the Future of Energy


Summary of the Shell Gamechanger talk, given by Joep Huijsmans at the FEI2015 conference.


Executive Summary: Support people with good ideas.

Problem: Energy demands are going to double by 2050, consequently, agile fast innovative approaches are required. Innovation comes from people with ideas, but they support to bring them to the market.

Shell is a company with a long history of Innovation. Because in a competitive landscape, you wouldn't be around if you didn't go with the times.

That's why there is "Gamechanger", an External Tech collaboration that invests in technology ventures. For example, helping to solve maintenance challenges on offshore wind turbines.
Within Shell, Gamechanger is part of a number of initiatives, like Shell Tech-works and the Shell Business Innovation Initiative, which fosters the startup ecosystem (see slide).


How does it work?
Gamechanger is a small, global team (Houston & Netherlands) which is investing in inventors that have the potential for drastic impact.



To find new ideas, they have created a web portal for inbound ideas and they actively approach external innovation players (e.g. academia). Potential Innovations are rated on the basis of:

1. Potential value
2. Novelty
3. Doable plan
4. Does it fit with shell 

Proving the power of this approach, Joep mentioned two Innovation Success stories:





EZIP: Swellable elastomers are synthetic rubber seals that can help stop water seeping into the well and mixing with the oil.

FLNG: The world's first floating liquefied natural gas platform as well as the largest offshore facility ever constructed









ABOUT THE AUTHOR
Dr. Jonathan Mall is the Big-Data Brain behind Zeitgeist Horizon, providing deep insights into current trends and innovation opportunities. He is also the founder and CEO of recommend.to, a recommendation marketing tool to enable your customers and clients to recommend you to their friends. Reach him at JonathanTMall@gmail.com & Follow @CognitiveTwo

Friday, April 24, 2015

This Week In Innovation: 4/20/15 - 4/24/14

4 Conditions That Leaders Create For Innovation to Thrive

High Speed Innovation: 72% of CEOs are concerned their products will become less relevant

Influencing And Maintaining A Culture Of Innovation: Innovation and the federal government

Spotting The Opportunities In Digital Disruption: Staying ahead in a digital era explains Ray Wang


CIOs Reveal Secrets To Their Success: “The best piece of advice I ever received”

The 4 Ds of New Market Share: Data, Distribution, Disruption, and Dedication

Digital Disruption: It’s not what you think

Five Habits Of Creative People: From getting into a routine to knowing when to give up

What If your Computer Cared About What Made You Smile? Smile Suggest can do just that

Does Culture Trump Innovation? Culture is the biggest object to change





About the Author:

Ryan Polachi is a contributing writer concentrating his focus on Marketing, Finance and Innovation. He can be reached at rpolachi@IIRUSA.com.

Tuesday, April 21, 2015

Overcoming Cognitive Roadblocks On the Road to Innovation

By: Elliott Wilkins

The Power of Persuasion

Being persuasive, is useful to everybody at some point or another in his or her life. This can often be challenging, whether you are trying to convince your child to brush their teeth, or attempting to persuade an entire business unit to adhere to a new recycling policy. In both these cases the advice is mutually beneficial, however because the reward is not imminently obtainable it can be difficult to get people to listen.

When it comes to implementing innovation at an organisation, there are many people who need to be persuaded, and understanding the psychological mechanics behind this can be very useful. This article will highlight the issues of ‘cognitive bias’ and ‘bounded rationality’ as outlined by Daniel Kahneman, Amos Tversky, and Herbert A. Simon, and discuss how these issues can impede upon decision-making and innovation.

The Storm at Sea

Technological disruptions continue to create waves that are being felt across all vertical markets, and the collaborative economy is undeniably here, however many organisations are less than willing to embrace this natural evolution of communication. Firms that have enjoyed a position of relative market security are less aware of the danger, and it is the management and shareholders at many of these firms who must urgently be convinced to take action.

There are some vessels on the edges of this storm that might be able to stay afloat with a minimal amount of effort. However with effective persuasion, every captain and crew can take action that will steer their respective ships towards safety and prosperity. The most innovative captains already know, that there is always room for an extra sail to be added to the mast of the ship.

All-Aboard! Convincing the Captains

When any problem is noticed, the first people who need to be informed are those is in a position to take action. With regard to business, it is the managers, chief executives and decision-makers who must take the first steps towards making a change. First of all these individuals need to be convinced  that a solution is necessary, however more importantly they need to be persuaded to participate in the solution once it is implemented.

A survey of global business executives from 2007 discovered that a successful innovation initiative is defined by leadership participation; there was a strong correlative relationship between a lack of leadership engagement and a lack of success. This shows clearly how important it is to persuade managers and executives to “jump on board” when it comes to innovation.

Convincing the Crew

Once a solution has been decided upon by management, it almost always relies upon subordinate participation for it to be successful. Employee engagement is an issue that has been well documented recently, and it is an especially crucial factor when instilling a new business process.

Human resource managers are well equipped to prepare employees for changes within an organisation, and these specialists should be fully utilized whenever possible. However, when a HR representative is lacking, it is the responsibility of all managers to lead by example. Ensuring that employees are ready to embrace the change rather than resist will allow an invaluable innovation culture to flourish.

Cognitive Bias: Theorizing Bias

Israeli-American Psychologist, Daniel Kahneman, has outlined over the last few decades a multitude of pitfalls that can pose a risk to anyone who is attempting to make a decision. These pitfalls, which he refers to collectively as “cognitive bias”, are especially relevant in business where decision-making is the crux of both success and failure.

There is no legitimate way to force people into believing that you are right, and it is always worth considering that you might very well be wrong. However there are some psychological roadblocks that it is useful to be aware of, when it seems as though the laws of logic are not being followed.

Combating “Confirmation Bias”

“Confirmation Bias” is a bias towards information that affirms pre-existing ideas or experiences, and causes a distrust of new options. This can potentially occur when describing a new initiative to a colleague or employee for the first time. If there is a pre-existing framework that a new proposal clashes with, then the individual will potentially disregard the new idea without giving it a chance. Many people are subconsciously adverse to disruption, and so this can be a big stumbling-block when it comes to convincing both the “captain” and the “crew."

An interesting way of tackling the issue of confirmation bias is to present an argument “disfluently”. A study at the University of Illinois in 2012, identified that confirmation bias is “attenuated” when the idea is presented to the individual in a way that is difficult to interpret. This might seem counter intuitive, but when someone is required to put effort into understanding a concept, they are sometimes more likely to be objective and rational in their analysis of it.

For example, “innovation” is a buzzword that may cause some people to reject a proposal without fully considering its benefits. However if they were to hear an explanation that does not step on this verbal landmine, then they may well see things differently. This technique is about using diversion to give somebody a new perspective on an idea, and for this reason it can be very effective.

Heuristics: Bounded Rationality

“Most humans are only partly rational” is the postulation of Cognitive Psychologist, Herbert A. Simon, who also argues that making the “correct” decision is almost always inhibited by one of three factors: Cognitive ability, information availability and temporal availability. He argued that to make decisions in circumstances such as these where rationality is bounded, many people use shortcuts which he referred to as “heuristics.”

The term “heuristic” was borrowed by H. A. Simon from the field of computer science, where it is used to describe a problem solving technique that prioritizes speed over accuracy. While this methodology may be useful in computer science, its application in matters of business should be drawn into question.

Contagion Heuristic

When making a decision, people will often look at the history of the person, item, or company in question and reach illogical conclusions based on this information. For example in sport, it is very common to make judgements about players based on their association with a certain team, rather than their actions. While this has come to be expected considering the competitive nature of sport, it is undeniably an irrational way of formulating an opinion.

This guilty-by-association fallacy can swing both ways, as something can also be great-by-association. When discussing the merit of a company, it is common-practice to look at their previous customers and form an initial judgement based upon that list. While this can sometimes be a useful way of ascertaining the strengths of an organisation, it is not necessarily indicative of a superior or inferior product.

This issue can be complicated, as sometimes a great-by-association heuristic can work in your favour. However if you take advantage of this circumstance in order to promote an idea that you are personally invested in, then you yourself are committing a form of cognitive bias by allowing your idea to evade rational evaluation.

Availability Heuristic

The “availability heuristic” affects millions of people across the world every day; some of them are afraid of sharks while surfboarding, some believe that is worth buying a lottery ticket. The theory is that an event seems a lot more likely to occur, when you perceive examples of someone experiencing the consequences of the event.  People are often more easily persuaded by the cognitive availability of a single relatable story, rather than statistical probability.

This technique might not always be easy to incorporate into a business proposal, however if it is possible then it can be very effective. So while it is always good to also have numbers on your side when preparing an argument, it is wise to remember that humans innately prioritize emotional evidence over numerical evidence.

Weathering the Storm, Revolutionising Sailing

In 1902 a German ship called “The Preußen” revolutionized sailing by utilising steam power to assist in the handling of winches, hoists and pumps. This made every process much easier and reduced the required number of crewmen from 257 to just 48. This is comparable to the benefit that can be achieved through the company-wide use of an innovation management platform.

Innovation software such as this does not act as an extra sail on the ship itself, but instead identifies potential new sails that can be added, while simultaneously increasing the efficiency of all existing sails and crewmen upon the ship. The benefits can be far reaching; whether the platform is utilised to exploit technological disruption and identify new revenue streams, or to make crucial cost-savings through incremental process improvement.

Cruising to Safety

There are a variety of initiatives that organisations can undertake in order to combat market disruption and achieve continued success. Consultants can be hired, strategies can be made, and funds can be redistributed; but the results of these actions are usually confined to a specific department, business unit or geography. Innovation management can provide universal benefit.

Innovation is invariably at the source of the turmoil that is leaving many companies bankrupt, so the logical solution for organisations who are in danger is to fight fire with fire, and develop innovative practices themselves. Innovation leads to maximized productivity, efficiency, and profit, and an innovation management platform facilitates this by harnessing the collective intelligence of any target audience.

Whoever needs to be persuaded, and whatever they need to be persuaded of, it is useful to bear in mind the theories and techniques outlined in this article. This is not intended to be a cheat-sheet to getting what you want, or a 101 in hypnosis, but instead a propagation of objective rational decision-making and healthy discourse. If everyone is able to understand and overcome these hurdles then the world will be a much happier, healthier, and wealthier place.

To discover more about “cognitive bias” see here.
For “bounded rationality” see here.
For “innovation management” see here.


About the Author: Elliott is a Commercial Manager and Marketing Assistant at Qmarkets; a company that provides fully configured Innovation Solutions to organisations across the globe. Born in Birmingham, he graduated with a degree in Journalism and Media Studies from Bangor University in 2013, and is passionate about communication, culture, and “the great outdoors.” He can be reached at ewilkins@qmarketsglobal.com or @Qmarketsglobal on twitter.

Monday, April 20, 2015

This Week In Innovation: 4/13/15 - 4/17/15

Gillette Innovation Explodes With Superheroes: Fun spoof on razors with Iron Man, Hulk, Captain America, and Thor

Trends In Retail: Card only checkouts and social media are the future

The Innovator's Checklist: Things to do and things to avoid


Reinventing The Mobile Web: Will flipbooks be the future?

10 Trends Driving The Future Of Marketing

The Future Of Work and The Three Worlds: Different ways corporations could move

Don't Let Your Business Get 'Netflixed:' Disruption may interrupt your business

Five Reasons Why Google + Died

Embracing Curiosity: 3 Ways it can change your life

Can Governments Innovate? They can and they should




About the Author:

Ryan Polachi is a contributing writer concentrating his focus on Marketing, Finance and Innovation. He can be reached at rpolachi@IIRUSA.com.





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