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How to Keep Innovating in an Economic Downturn

Innov8rs

As McKinsey points out , organizations that focused on innovation even during the 2009 crisis, outperformed the market average by 30% and their growth continued to accelerate the following years as well. They successfully emerged from the crisis in 2007 through a series of bold decisions from leaders who embraced innovative thinking.

How To 105
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Successfully Merging Theory and Practice in your Innovation Program

Qmarkets

Eric Gabas-Varini is the Partner and Co-Founder of Innovation Framework Technologies, a consulting firm which was founded in Paris, but has since established regional offices in the United States, South Korea & Japan, with a network of associate offices in Latin America and the Middle East. Merging Theory and Practice.

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Successfully Merging Theory and Practice in your Innovation Program

Qmarkets

Eric Gabas-Varini is the Partner and Co-Founder of Innovation Framework Technologies, a consulting firm which was founded in Paris, but has since established regional offices in the United States, South Korea & Japan, with a network of associate offices in Latin America and the Middle East. Merging Theory and Practice.

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Part 1: Accelerating the impact of Innovation Campaigns

Values Centered Innovation

Part 1 of 3: Innovation is the core driver to meet critical business needs. In a 2007 McKinsey Quarterly article on “Leadership and Innovation,” the authors made it quite clear that “Innovation is a core driver of growth, performance and valuation.” Implement disruptive technologies. Technology/R&D?

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The Importance of Persistence: Building an Innovation System for the Long-term

The Inovo Group

Many companies succumb and invest in showy innovation activities (see this article for some humorous examples). Future-Focused CEOs Bring Innovation. A 2007 study by M. Chandy showed that companies whose chief executives speak about future events and external activities innovate more than those whose chiefs don’t.

System 53
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Typology for Innovative Organizations

Open Innovation EU

New generations, societal change, sustainable goals and disruptive technology require organizations to be much more flexible, self-reinventing organisms that don’t fit above-mentioned design principles. They require openness, transparency, adaptability, co-creation, self-management and responsiveness. References. Jelinek, M.,

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Innovate, Adapt, Overcome: How to Beat a Recession with Idea Management & Continuous Improvement

Qmarkets

job losses skyrocketed during the peak recession years 2008-2010 Given the devastating impact of the 2007-08 financial crisis, it’s little wonder that companies worldwide are sensitive to omens of a new “great recession”. By of new innovation projects, employees are likely to feel more positive about contributing.