Comments on: Increasing the Innovation Productivity http://www.15inno.com/2010/01/20/innoproductivity/ Open innovation, social media tools and intrapreneurship Wed, 08 Feb 2012 08:07:53 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Victor Newman http://www.15inno.com/2010/01/20/innoproductivity/comment-page-1/#comment-739 Victor Newman Fri, 22 Jan 2010 11:56:55 +0000 http://www.15inno.com/?p=1137#comment-739 You have to move out of being efficient and into learning how to become effective. Conduct a strategic renewal exercise: 1) Begin with an honest, if cynical review of the positions of the existing products, services, business models and customer groups along extended S-curves. This will establish how long you have got before you have to do something new/ different and whether there is any point in doing more continuous improvement. 2) Capture the prevailing success formula and the driving assumptions supporting it, review these for relevance and redraft, combine to build new success formula and test its implications: then implement. Failing that either set fire to the business or hire people who don't like you or your products to do something new. You have to move out of being efficient and into learning how to become effective. Conduct a strategic renewal exercise: 1) Begin with an honest, if cynical review of the positions of the existing products, services, business models and customer groups along extended S-curves. This will establish how long you have got before you have to do something new/ different and whether there is any point in doing more continuous improvement. 2) Capture the prevailing success formula and the driving assumptions supporting it, review these for relevance and redraft, combine to build new success formula and test its implications: then implement. Failing that either set fire to the business or hire people who don't like you or your products to do something new.

]]> By: Marc Zuta http://www.15inno.com/2010/01/20/innoproductivity/comment-page-1/#comment-738 Marc Zuta Thu, 21 Jan 2010 07:00:08 +0000 http://www.15inno.com/?p=1137#comment-738 * Your goal is very ambitious and difficult - to organize and institutionalize innovation, from the manager's point of view. * For managers, innovation is mostly trouble, because it disrupts planning and schedules and may have unexpected results; it may backfire, and where goes your career? So it takes courage for managers to pursue innovation. * I can share my experience as a young engineer in a large corporation which does stimulate innovation successfully: > Senior management has an "open door" policy, where anyone can enter that manager's office (almost) anytime unnanounced, tell of a problem or present an idea. > There is almost always an immediate answer, so the visitor knows where he/she stands or what to expect will happen. > Senior management walk in the couryard after lunch; anyone can accost them spontaneously and informally, to discuss anything they like. > If the boss likes an idea, the engineer may be allocated a small team and a small budget to try to prove it. ---- Marc is a patent attorney, inventor/entrepreneur and electronics engineer. * Your goal is very ambitious and difficult – to organize and institutionalize innovation, from the manager's point of view.

* For managers, innovation is mostly trouble, because it disrupts planning and schedules and may have unexpected results; it may backfire, and where goes your career?
So it takes courage for managers to pursue innovation.

* I can share my experience as a young engineer in a large corporation which does stimulate innovation successfully:

> Senior management has an "open door" policy, where anyone can enter that manager's office (almost) anytime unnanounced, tell of a problem or present an idea.

> There is almost always an immediate answer, so the visitor knows where he/she stands or what to expect will happen.

> Senior management walk in the couryard after lunch; anyone can accost them spontaneously and informally, to discuss anything they like.

> If the boss likes an idea, the engineer may be allocated a small team and a small budget to try to prove it.

—-
Marc is a patent attorney, inventor/entrepreneur and electronics engineer.

]]> By: Marian Thier http://www.15inno.com/2010/01/20/innoproductivity/comment-page-1/#comment-736 Marian Thier Wed, 20 Jan 2010 21:03:36 +0000 http://www.15inno.com/?p=1137#comment-736 Several companies I have worked with on innovation have developed internal foundations,for want of another term. These foundations, established by the company, fund projects that fit within the established criteria, (e.g. new line of business, new customer base, under 50K for prototype, team of no more than 8 people, etc.). The success rate for the funded projects is high enough to keep them going, and they provide outlets for people with good ideas and little political savvy. It's not at all surprising that $, resources and time amp up innovation. Marian Thier, Expanding Thought, Inc. Several companies I have worked with on innovation have developed internal foundations,for want of another term. These foundations, established by the company, fund projects that fit within the established criteria, (e.g. new line of business, new customer base, under 50K for prototype, team of no more than 8 people, etc.). The success rate for the funded projects is high enough to keep them going, and they provide outlets for people with good ideas and little political savvy. It's not at all surprising that $, resources and time amp up innovation.

Marian Thier, Expanding Thought, Inc.

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