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Recently, I was speaking with a corporate client about a challenge they were having with their innovationprocess. They had just run an idea-generation challenge and received a decent number of responses from their employees about new innovations they could pursue.
By blending innovation into your strategy, you’re cooking up a plan that’s as flexible as a yoga guru and keeps you ahead of the pack. For a deeper dive, check out our piece on connecting business strategy and the innovationprocess. They make sure your company stays in the game, no matter how much the market shifts.
Ideas and feedback are flowing back and forth throughout the innovationprocess. This iterative approach is driving innovation by ensuring that solutions are aligned with user needs and market realities. Leaders are not the only ones who have ideas.
Pinpointing these gaps lets you tweak and twiddle your strategy into a lean, mean innovation machine. For further intel, drop by our piece on integrating innovation into planning. Weave these innovationideas into your business targets, making them vital parts of your big picture.
The same is true for innovation within an organization. Innovationprocess models serve as navigational charts, guiding businesses from idea inception to successful execution. What is an InnovationProcess Model? What is an InnovationProcess Model?
At the recent The Innovators Handbook 2025 Launch Event, Michael McCarthen, an innovation leader at Chick-fil-A, Frank Mattes, founder and CEO at Lean Scaleup, and Gina OConnor, a Professor of Innovation Management at Babson College, shared how to navigate these barriers and make innovation a long-term success.
It involves a holistic view that integrates strategy, culture, and operations to ensure that innovation becomes a continuous and integral part of the business. Key activities in effective innovation management include: Strategy Development: Aligning innovation initiatives with the company’s strategic goals and vision.
They bring stories of success and failure that can humanize the innovationprocess and make it more relatable. Their talks can be a catalyst for change, encouraging your team to pursue innovation with renewed vigor. By discussing the innovationprocess, they can: Ignite the spark of ideation and creativity within your team.
Just kidding, Design Thinking can be a good choice, as can Agile, or Lean, or your own blended system. Using a structured innovation framework is a project success factor. Nothing wrong with desiring an innovation friendly culture, although talking about it isn’t going to make it happen. Which is best?
By now, everyone in your organization knows how to do lean, agile and six sigma. Innovation is challenging and complex, moving from a very nebulous world of trends and needs and emerging capabilities to a very definitive set of features and requirements. The real challenge in what I've written is in culture.
How much innovation is being left on the table by ignoring cross-domain concept blends? Innovation leaders and CEO’s leave breakthrough on the table because their innovationprocesses leave out deliberate combinations. Innovation Directors and CEO’s — why not? It’s deep idea exploration.
It includes an overview of key frameworks ( Design Thinking, Agile, Lean, TRIZ, Synectics, Stage-Gate, CPS ) and their essential tools. In addition, it covers management mandates, project cycles, resourcing, idea management systems, ideageneration, concept development, prototyping, and pitch presentations.
Why then is corporate America so woefully undertrained in innovation fundamentals? Energy is Not Enough, Get Training in Innovation . When I step into a room to facilitate a strategy, innovation, or ideageneration session I usually find a great deal of energy. Almost always. People really want to do good work.
If you don’t know the newer more advanced tools, and some neglected old technologies, including Agile, Lean, TRIZ, Synectics, Stage-Gate, Theory of Constraints, and CPS, you’re missing opportunities. Brainstorming done effectively, more ideas, better ideas, and powerful tools for amping and refining ideas. REGISTER NOW.
A well-structured innovation pipeline ensures that new ideas are systematically developed, refined, and brought to market, transforming potential opportunities into tangible results. However, navigating the complexities of innovationprocesses requires strategic planning, expert involvement, and robust measurement techniques.
It outlines the steps and methodologies needed to develop, evaluate, and implement new ideas, ensuring they align with the organization’s overall strategic objectives. This framework serves as a blueprint for how a company approaches innovation, from ideageneration to the successful launch of new products or processes.
These are tactical approaches that can be applied in specific scenarios to spark innovation. Innovation methods, on the other hand, refer to overarching frameworks or structured approaches that guide the innovationprocess over time. Leadership support and alignment with broader business goals are also crucial.
Nine essential questions CEO’s should be asking about innovation. Are people empowered to innovate? Does your culture support innovation? Are your people trained in innovationprocess? Do you have the skills, the specific people, you need to innovate? Is your organization doing continuous projects?
The secret sauce in the design of a MoshPit session is how fresh thinking is scaffolded through the discovery and ideagenerationprocess. Nearly all brainstorming techniques, and even innovation frameworks, fall short in terms of helping people make new conceptual connections.
We see a lot of grassroots efforts around lean startup or other innovation efforts try to work within existing budgets. Alternatively, lean startup or design thinking style innovation requests smaller amounts of money earlier on, to be able to prove learning and gain access to funding when it’s needed.
For results, leaders need to foster innovation fundamentals and integrate them into organizational culture. More structure is needed as fundamentals take hold, and that means an innovationprocess framework. This series of posts on innovation fundamentals is not about frameworks.
Creative Problem Solving is not innovation. DeBono’s Six Thinking Hats are not innovation. Lean is not innovation. Prototyping is not innovation. Crowd sourcing or Open innovation are not innovation. TQM and Six Sigma are not innovation. Defining an innovationprocess is not innovation.
It also addresses the basics of why innovation is so important to an organization’s survival and growth. Gregg instructs ways to blend frameworks and use the best tools within frameworks such as Lean, Agile, CPS, or Design Thinking. Approaches to the new challenges of Digital Technology Innovation are discussed.
Failure to secure sustained funding We see a lot of grassroots efforts around lean startup or other innovation efforts try to work within existing budgets. Not enough time taken to instill the needed mindsets/tools/rhythms We’ve had innovation teams tell us they’ve spent almost a year spinning their wheels with nothing to show for it.
We see a lot of grassroots efforts around lean startup or other innovation efforts try to work within existing budgets. Alternatively, lean startup or design thinking style innovation requests smaller amounts of money earlier on, to be able to prove learning and gain access to funding when it’s needed.
Using experiential learning tools like drawing isn’t really new in innovationprocess. Sunni Brown , Dave Gray , Dan Roam, and yours truly all use experiential learning tools in innovation projects. Scaffolding and Experiential Learning Tools Are Innovation Framework Neutral. A framework is a scaffold.
The pro’s and con’s of deliberate processes and frameworks versus organic innovation. Developing ideas for products, services, and improvements (ideageneration). Pitching ideas, prototyping, and resourcing innovation. Making innovation a continuous effort.
Leaving innovation to chance is more often a gamble where odds are not always in your favor. Studies show firms that treat innovation as a science and manage and measure it like any other business function are more successful. Takeaway: Choose an innovationprocess and continuously measure and manage it. Guest innovator.
In other words we have found that breakthrough innovations should be identified and implemented in iterative processes. More and more we also see firms opening up their innovation funnel at this stage to allow for external concepts to be pulled into the innovation funnel.
Nevertheless, many market participants still face the enormous challenge of figuring out the blend of all necessary elements and the right mix for a successful innovationprocess. Even fewer have persistently developed and implemented habits and processes that foster sustainable innovation.
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