innovation category archives
It's a short book, meant to be a quick read and guide to start thinking about thinking. Or maybe, more accurately, to get people doing something differently about thinking. The tone is light, but insistent - change the way you think to create fantastic new solutions.
The (Australian) Financial Review has a list of 12 things that kill innovation in your organization. For people that pay attention to this space, the entries should sound familiar: A culture of fear, Lack of meaningful mission and vision, Too much hierarchy, Old-School HR practices, The blame game, Overly prescriptive job design, Filtering, Micromanagement, Lone wolf thinking, Silos, Low autonomy, Dissatisfaction
The New Social Learning by Tony Bingham and Marcia Conner is a great primer for thinking about using social media within organizations, with a focus around how these tools enhance organizational learning capacity.
Review of Eric Von Hippel's "Democratizing Innovation" which looks at the spread of user-inspired and user-created innovations throughout all industries. What creates it? What sustains it?
Go out and do things you wouldn't normally do. Or do something you haven't done in ages. You just might get lucky and that impractical knowledge will become practical.
At today's Boston KM Forum Knowledge Cafe: Applying Knowledge to Organizational Challenges, there were a number of topics discussed from electronic records to innovation to project management and their connections to knowledge management. One item that really pricked my ears was the Knowledge - Innovation discussion with Barbara Kivowitz.
How many times to you or a colleague have a brilliant insight that will solve the world's problems? Does that insight go anywhere, or does it sit on the pile of other insights? Or you try to do something with it but run into roadblocks that make the idea harder harder to implement. Welcome to the half-baked idea.
During the keynotes this morning, there was an interesting mix between thinkers (JP Rangaswami and Andrew McAfee), companies that have done interesting things with E2.0 (CSC's Lem Lasher), and vendors doing demonstrations. And most of the time in the afternoon, I spent in the Expo hall and enjoying socializing in the conference-in-the-hallways.
Kevin Kelly at The Technium talks about The Shirky Principle, which is "Institutions will try to preserve the problem to which they are the solution." This reminds me of the 5th Theory of Constraints Focusing Step: don't let inertia become your constraint.
A Robert Scoble video interview with Lisa Petrides of ISKME, where they talk about education and technology and a pending revolution. A number of discussion elements touch on knowledge management too.
Pointers to a couple case studies on process improvement from MIT and focusing on a division of Ford Motor Complany.
I don't quite know how I got on this kick of reading, but in the last year or two, I have read a number of books that are centered around the 18th and 19th Centuries and many of the discoveries and social upheavals that happened around that time. It's fascinating to learn about how these things are all inter-related. The Invention of Air by Stephen Johnson is another of those books.
Chris Grams writes "Three tips for escaping the creativity peloton without giving up on collaboration" and Robert Scoble gives us "Coming soon: the disruptive molecular age of information." Both contain interesting metaphors.
My review of Simplifying Innovation by Michael A Dalton, a business novel that shows how Constraints Management principles can be applied to new product development and other areas that require a lot of innovation.
I just received the alumni magazine from Penn Engineering, and it highlights the establishment of a cross-disciplinary program in Market and Social Systems Engineering in the engineering school.
The organization is a system. If a piece of that system is taken away, then that system changes.
There was an interesting opinion piece in Sunday's Boston Globe by Tom Scocca, The Downward Spiral of Progress. The tone was somewhat tongue-in-shoe (sic!), but the idea was something I hadn't considered in this way before.
Innovation and management are difficult to connect. Innovation is inherently messy and requires openness, freedom, fluidity. Management (traditionally) seeks structure and control.
I have seen two articles on business incubators this week. It's not something I usually worry about, but the coincidence strange.
A colleague forwarded "How Companies Are Using IT To Spot Innovative Ideas" from InformationWeek. It highlights how research organizations are adding prediction markets to their process of selecting new ventures to pursue.
Booz & Company's strategy+business has a piece on P&G's Innovation Culture by Ram Charan and A.G. Lafley (P&G's CEO).
Chris McGrath on the ThoughtFarmer blog gives us a Sneak peak at IDEO's take on Knowledge Sharing. He's got a great quote from the project manager.
I attended an interesting webinar this afternoon on Design Thinking by Linda Yaven, Professor at California College of the Arts.
Clarke Ching provides a link to an article / review of Tom Kelly's book, Ten Faces of innovation. It's an interesting collection of personnae that are critical to innovation in teams.
Two surveys came across my eyes in recent days that feel like they are related. Both look at management of bright ideas.
The Innovation Challenge is looking for judges for the competition that will be starting in October. I've done this several times, and am consistently impressed with the ideas that result.
Business Week has an article that talks about A Struggle Between Efficiency And Creativity at 3M. It's a classic problem: tighten down operations and innovation gets squelched.
This Duncan Watts article has been cited by a number of people in my reading circle. The thing that jumped out to me was the comment about how people don't make decisions independently.
Matt Homann dug up a 1997 article on Honda from CIO Magazine that has an interesting description of their collaborative environment. I couldn't help think of "what good looks like" as I read the excerpt.
Chuck Frey points to this great video of Tony Buzan talking about Mind Mapping. It's a five-minute clip that discusses the importance of some key concepts behind mind mapping.
What are the common notions about "lost knowledge?" It turns out the common notions aren't always correct, according to a study from Lori Rosenkopf at Wharton.
Gary Hamel, Thomas Stewart and the Harvard Business Review are asking people to "Imagin[e] the Company of the Future" for a report they are writing.
I've judged projects for the Innovation Challenge the last two years, and it's been interesting. They are looking for some more judges.
Dennis Kennedy points to the Innovation Styles website and a personality test for your Innovation Style.
The British Psychological Society has a blog, kept by Dr. Christian Jarrett. A friend mentioned the recent "Why do we still believe in group brainstorming?" that describes the "illusion of group productivity."
Anil Rathi of Innovation Challenge has interviewed me for their audio blog. I focused on the idea of networking and the ideas that a number of concept plans had for developing networks and community around the services being offered by the sponsoring companies.
I know I am a little late to the game, but I just finished the very enjoyable The Innovator's Solution by Clayton Christensen and Michael Raynor. I particularly liked the no-nonsense tone of the book. And I see some connection to theory of constraints, once again.
The 2005 Thunderbird Innovation Challenge is looking for judges to judge MBA student projects.
A review of Andrew Hargadon's "How Breakthroughs Happen: The Surprising Truth About How Companies Innovate." I'd recommend this book for anyone interested in the general topic of innovation as well as for Hargadon's insights on how people interact and even a few comments about knowledge management.
USA Today has an opinion piece from Matthew May on Lance Armstrong's final bid for the Tour de France's maillot jaune (yellow jersey). "Innovative Armstrong changes the way we compete."
My friend, John Barrett pointed to this Newsweek article by Steven Levy (Feb 21 issue): Steamrollered by the Dell Machine. Dell finds it hilarious that companies like IBM, HP and Sony fund researchers to come up with ideas that break the mold.
Two interesting articles have come across my aggregator that remind me how important it is to have fun and to actively look for opportunities to throw my thoughts onto the waters. All 'nose to the grindstone' leaves me with a very flat face. Rebecca Ryan at Worthwhile Magazine, Thought is the...
Joyce Wycoff is trying a new definition of innovation: Good Morning Thinkers!: Defining Innovation Innovation requires: People using new knowledge and understanding To experiment with new possibilities And using sound collaborative decision making tools In order to choose and implement new concepts That create new value This version is an update...
I just met Mark Turrell of Imaginatik Research on Tuesday at the local KMPro meeting, and what should turn up in my "knowledge management" custom feed from Waypath but his blog, The Innovation Agenda. In our after-meeting conversation, it sounds like Mark and I came out of similar interest areas, though...
An article from John Hagel III and John Seely Brown on the growing capability of information technlogy to take us from productivity enhancement to innovation enhancement.
More from the AIChE meeting. Jonathan Worstell of Shell Chemical in Houston talked in a a number of sessions about the importance of Concurrent Engineering. In Worstell's view, the basic problem that Concurrent Engineering solves is that projects are too complex and too long for traditional serial engineering, where each phase...
The bulk of Leandro Herrero's talk at CLLC focused on the paradox of the Designed vs. the Emergent organization. All enterprises have both, and the claim is that to continue learning and innovating enterprises MUST create space for the emergent activities without trying to control them.
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