GE and its Global Innovation Barometer 2016

 GE Innovation Barometer 2016I always look particularly forward to this report as it provides a range of insights that are shaping our world and how innovation is adapting and altering this.

Now the report in its fifth edition, it is now spanning 23 countries where the opinions of senior innovation executives or the equivalent are sought out, covering 2,748 executives, with 1,915 being in the C-Suite.

This year the barometer decided to explore the perceptions of the (informed) public for their thoughts on innovation’s growing impact and in particular, the future of work and they interviewed 1,346 to gain some useful insights and pointers that separate business and the citizen in their understandings.

The report covers a significant amount of areas across innovation. Here I wanted to pull out just a couple that initially caught my eye. I might add to this in further posts.

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Sorting through our Innovation Management Tools

We all are caught up in handling and understanding different management tools. The numbers are accelerating, and if anything it’s adding more confusion to the pile we already have. So let’s see if we can help here, step back a little from your favorite tool and look at this just a little more deeply.

How do we pick through all the tools, let alone keep up with all the new ones emerging?

There are management tools that have become ‘enshrined’ in organizations and many of the executives become settled on the ones they have bothered to learn or seemingly do the job. Continue reading

Striving for the innovation balance: between exploring and exploiting.

Innovation Exploit and Explore to TransformWe never seem capable of adapting as well as we should do. Adapting always seems a work-in-progress, or it is often something where we are simply making little or no progress!

We often stay ‘stuck’ in the way we do ‘things’ around here, never seemingly able to break out into something new or different.

To adapt we need to open ourselves up to learning and adjusting our organizational ‘form’ in new ways.

In business there should be a constant battle to reconfigure the assets and extend the existing capabilities. Yet often these stay ‘static’ not learning or improving.  In our innovation activities there is an even greater pressing need to build into our thinking the ability to find more dynamic capabilities. It is a constant innovator’s dilemma to think through and get right.

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The State of Innovation Management in 2015 Just Released

tate of Innovation Management HypeAs we come closer to the year-end it’s good to look back, make some dedicated time to take ‘stock’, in this case, on innovation’s progress. In a just released “The State of Innovation Management in 2015” that I have authored and kindly provided by HYPE for free, I believe you will find something of interest that you missed during a busy year, coming to a close. I certainly hope you will find time to go through it.

You’ll gain a valuable and quick insight into critical aspects that innovation managers and CINO’s should be aware of. It is in an easy format of thirty plus pages and offers a reference resource that builds a solid understanding of innovation today regarding relevant factors that will stimulate and support your innovation activity.

http://i.hypeinnovation.com/the-state-of-innovation-2015-report

The Surge of innovation reports in 2015

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Sinking the unthinkable

Innovation and the TitanicThe days of simply having ideas moving through a pipeline and coming out the other end as finished product and services seems part of our great past.

I believe Innovation is becoming overwhelmed by all the changes we are applying into innovation activity and its management.

I would say the IM system is under even greater strain from the shifts coming from  the multiple applications of technology, new  approaches to design and modelling as well as all the necessary engagement and touch points.

Yet we are still expecting this deluge of change occurring to happily move our innovations through those past established, often manual processes, we have presently in place. I think not.  We are deluding ourselves, that all is well.

There are such changes occurring.

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We are transcending traditional industry and product boundaries

Global connectionsIt seems this is the era of the digitally savvy entrepreneur. With the dizzy array of choices, combined with technology prowess and ‘plugging’ these into ‘seen’ customer needs, they are setting about disrupting existing businesses and establishing new ones, on an ever-increasing global scale.

So what and how is the incumbent meant to react if it is an existing market? What should they do when they realize the traditional markets where they have safely operated for years has suddenly been overtaken by a new market creation, one that has gone outside old borders in industry and product.

Markets that are in the hands of the technically savvy entrepreneur are to be sliced, diced and recombined, are providing totally disruptive approaches to existing business models. If they get the factors right, hit the needs of customers in their design, understanding, agility in responding to learning and adapting, ability to be fast to market and capable of scaling up really fast, then they transform spaces, leaving the established players desperately struggling to find answers and catch up.

The whole world of business is changing radically.

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The New Innovation Value Chain Perhaps?

TSatisfied or Nothese are simply some opening thoughts. For a long time I have become increasingly dissatisfied with the way we have managed or even depicted the innovation value chain. I really think we should bring it up to date.

There has been such a considerable change taking place in many of the parts of innovation management, I think we need to replace the existing fuzzy front end, the pipeline and portfolio stage followed by execution with something far more reflective of how we think and what we deploy today as tools, methods and frameworks to deliver innovation.

The ‘old approach’ just does not calibrate anymore for me with the where we have been heading, or more importantly in how we are attempting to manage innovation within our organizations.

So I feel we need to determine a new innovation value chain and would like to make a first attempt

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