Soren Kaplan’s April 2015 Leapfrogging Newsletter

Leapfrogging

Sustained competitive advantage comes from innovating how we innovate. The most innovative companies today realize that competitive differentiation comes as much from how they innovate as it does from what they’re innovating. 175k Innovation Prize 2015 – Deadline April 30, 2015. Global Millennial Conference 2015 – May 15, 2015, Columbus, OH. Social Innovation Summit 2015 – June 11-12, Washington, DC

Make Digital Disruption Your Biggest Competitive Advantage

Daniel Burrus

By digitally disrupting ourselves instead of passively, reactively waiting for it to happen, we can make disruption our biggest competitive advantage — leading the way for personal, business and industrial innovation instead of trying to keep up with the pack in some middling effort to survive. 2015 Burrus Research, Inc. Anticipating the future Innovation Competitive Advantage Daniel Burrus Digital Disruption

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Innovation 2015 or Five Lame Excuses?

Gregg Fraley

Innovation ca feel a lot like that — your competition is a big tough impossible-to-beat player like Superman. Now is the time to impact 2015. Death or Kryptonite? From Superman Wiki. I have a vinyl record with one of those strategic skips that has it repeating — it drives me nuts — but I still play the record because I love the song so much. The song is Jimmy Olsen’s Blues by the Spin Doctors.

Collaboration Is The New Competitive Advantage

Digital Tonto

In the past, we could dominate by accumulating resources and driving efficiency, but now it is agility and interoperability that rule the day. Related posts: The Future by Design. A Radical Shift. [[ This is a content summary only. Visit my website for full links, other content, and more! ]]. All Posts Management Design

Innovation: The New Competitive Equation

BPI Thought Leadership Media Coverage

This month, the& Busines Performance Innovation (BPI)& Network& published a report,Innovation: The New Competitive Equation. The report examines innovation strategies and roadblocks in today's enterprise. According to the report, 79% of survey respondents currently rate their companies' commitment to innovation as very high or growing. While the intention& is there, companies&nb

In the future you are either a digital business or a dead business

Game-Changer

— MITSloan Mgmt Review (@mitsmr) July 8, 2015. Today competitive advantage is fleeting. competition entrepreneurship Strategy analytics Artificial intelligence collaboration google hiring slackToday, every business is digital and it’s changing how business is done. But many businesses have yet to wake up and understand this reality.

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Tournaments: Collaboration for a Rapid Outcome

Imaginatik

Apps for Climate Competition ” intended on bringing together the best ideas from all kinds of collaborators: Scientists, developers, social organizations. Tournaments are community driven. Tournaments are an engagement tool aimed at achieving maximum performance in: Collecting ideas. Encouraging collaboration between participants with different skills. Achieving results for a challenge in a very short period of time -approximately one month.

The Merits of Innovation in a Competitive World

Daniel Burrus

Focusing time and resources on your competition limits businesses’ innovation potential for greater success, and prevents them from being leaders in their field. Instead, it is focused on what its competition is doing, and how to either replicate or incrementally improve on those products, services and practices. To remain in this aggressive competitive cycle is to hinder the possibility of getting ahead — a business cannot ‘win’ if it solely fixates on the race.

The Innovation 'Function'

Imaginatik

Too often, projects live and die based on internal competition or a managers’ charisma, title or other less relevant criteria. “Innovation” is often discussed in terms of the “idea” as the product and the formation of that idea as somehow unique and ineffable …. Light bulb / Eureka! / “I was in the shower when…”. There is a perception of serendipitous, Zen enlightenment related to ideation that is often accompanied by a thorough dismissal of “process,” as if they are mutually exclusive.

Hackathons – 3 tips for getting started quickly

Imaginatik

They committed fully to the effort and were rewarded with an expanded technology ecosystem, several great ideas, and valuable lessons learned in advance of the competition. It’s official: hackathons aren’t just for developers and entrepreneurs anymore. Now, corporations are lining up to use them as a means of developing ideas and driving engagement around innovation programs. Here’s an example from this month – just one of many.

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Why Innovation Maturity Matters

Imaginatik

For many companies, the desire to be more innovative is driven by a strategic issue – flat-lined growth, competitive threats, industry upheaval, etc. Senior leadership therefore develops a strategic plan for innovation, appoints a corporate innovation leader, and provides that leader with the resources deemed necessary and appropriate for success. This may seem sensible…and it is. Yet most such efforts fail, often repeatedly.

Innovation is How We Adapt to Change

Tim Kastelle

The consequence is that even if our competitive position is solid right now, we still need to pick up the pace of change inside our organisations. To flourish and grow, we need to innovate Jack Welch once said: If the rate of change on the outside exceeds the rate of change on the inside, the end is near. This raises some important innovation points: The rate of change outside is accelerating. There are many, many data points available now making this point.

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Soren Kaplan’s Leapfrogging May Newsletter

Leapfrogging

2015 has so far been monumental for women. This isn’t just unjust, it threatens the future of business innovation, the economy, and global competitiveness. WomEngineering – Women matter in Operations – June 18 & 19, 2015 Chateau de Mery (Paris) France. 11th Annual Women’s Leadership Conference -10 &11 June, 2015 New York, NY. Forte MBA Women’s Leadership Conference – June 19 & 20, 2015 Georgetown University, Washington, DC.

Innovators – are you thinking about Ecosystems?

Paul Hobcraft

Conditions for innovation – we need to develop the ability to ‘sense and respond’ to shifts in markets, from the competition and evaluating these changes in ‘real time’ and we will become far more reliant on data and analytics for this. Finally living in a changing world of blurring boundaries, uncharted frontiers, how can we participate in different ecosystems of learning and value that can transform our competitive position and provide us with a substantial leap?

To accelerate innovation, focus on culture

Jeffrey Phillips

These ideas will have been formed by people with little innovation experience, formed in a setting with information about customer needs, competitive actions or market trends, and managed by people whose overriding goal is to get to a solution, any solution, as quickly and cleanly as possible, so that everyone can go back to doing what they ought to be doing: efficient execution of day to day operations.

5 Leadership Lessons from 2015’s Business Headlines

Adam Hartung

2015 was not short on bad decisions, nor bad outcomes. But there are 5 major leadership themes from 2015 that can help companies be better in 2016: 1 – Cost cutting, restructurings and stock buybacks do not increase company value – Dow/DuPont. There was no shortage of financial engineering experiments in 2015 intended to increase short-term shareholder returns at the expense of long-term value creation. There is a lot of regulation, and a lot of competition.

The innovating power of ecosystems and platforms

Paul Hobcraft

It proliferates, is dynamic and constantly evolving where everyone contributes, everyone benefits in a shared ‘commons’ but within a unique entity offering sustaining competitive advantage, solving complex problems but providing individual needs and returns. We are forming external relationships in many different ways as this increased diversity does matter to each organization for building different competitive positions in their innovation offerings.

Moving towards a new innovation service model

Paul Hobcraft

We all feel the need for speed as the pace of innovation quickens, as we face shortening life cycles, greater competition and growing market pressure. There was a report written in 2013 entitled and under, “ The New Normal: Competitive advantage in the digital economy ” written for the Big Innovation Centre, an initiative of The Work Foundation and Lancaster University.

Innovating: So What Is Possible?

Paul Hobcraft

Each business has a need, to grow, to add value, to beat or at least equal competition, or should do. Often we forget to frame what we want to really achieve in our innovation activity, instead we simply dive in and start innovating. I believe until we know what solutions we feel we need or the market wants, we will more often than not, end up disappointed in our innovation solutions. Simply generating ideas, for ideas sake, just does not cut it at all.

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Our inabilities to adapt needs changing.

Paul Hobcraft

Then it becomes a mad scramble to transform ourselves, often with damaging consequences of deteriorating performance, battling more competition that are sensing our weakness, never capable of returning to those previous highs. Unless we refocus our current management approaches to both be transformation and innovation, we will continue to face losing our competitive edge.

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5 Important Points About Business Models

Tim Kastelle

That is why GroundProbe added business model #3 – competition reduced the effectiveness of business model #2. One Technology, Five Business Models. In the late 1990s, some researchers at The University of Queensland made a breakthrough. They invented radar equipment that works with an extremely high degree of precision over a relatively short range. Once they had made their discovery, they next started working on bringing their technology to market.

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John Harrison – the master craftsman who solved the Longitude Challenge

Destination Innovation

It was the first example of a major public crowdsourced competition and the prize was huge by the standards of the day (equivalent to almost 3 million pounds today). History of Innovation clock competition crowdsource disaster john harrison longitude scillyOn October 22 1707 a fleet of the Royal Navy under the command of Admiral Sir Cloudesley Shovell encountered severe weather near the Scilly Isles off the south-west coast of England.

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Opening up our innovation to stay relevant

Paul Hobcraft

We are forming external relationships in many different ways as this increased diversity does matter to each organization for building different competitive positions in their innovation offerings. Our whole understanding of innovation is changing; there are numerous shifts occurring. We are opening up our thinking in where and with whom, to collaborate. We are evaluating and changing our existing focus from closed (internal orientation) into ones that are having a far more open stance.

The Whole Foods Strategy…Isn’t (Whole)

Matthew May

In other words, the real competition won’t be Whole Foods vs. Trader Joe’s, it will be Whole Foods vs. 365. There’s an interesting strategic play being made by Whole Foods Markets, in the midst of the company’s nearly $2 billion one-day drop in market value a few weeks ago, on the announcement of a shareholder lawsuit. Whole Foods had already come under legal pressure concerning claims of overcharging, but this new lawsuit claims securities fraud.

A Strategy Test: Does It Nest?

Matthew May

Immediately, I got this associate’s competitive advantage: empathic connection with customers. Having measurable outcomes like goals cascade down through the organization is all well and good, but there’s far more power in cascading strategic choice-making, ensuring that there’s alignment between various levels of aspiration (the goal thing), playing spaces, competitive advantage, capabilities and systems.

The sharks that prey are arriving a lot earlier now

Paul Hobcraft

One that is characterized by sudden, even violent success or an event, some moments of brilliant dominance, followed by a dramatic change in conditions as others have spotted the same opportunity and you hit a rapid decline, the race to the bottom of competition constantly negating one another. Market are segmenting, the life cycle is shortening or having an even longer tail of dealing with slow decline and constant erosion of any competitive position.

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Technology leads, innovation exploitation is lagging

Paul Hobcraft

Technology will require opening up the present risk mitigation process to capitalize on emerging opportunities at greater speed and higher levels of compromise, to meet that emerging opportunity ‘seen’ requiring it to be turned into commercial offering quickly, so competitive advantage can be gained. There is a growing, perhaps even an overwhelming business case, for transforming the innovation management structure.

We are transcending traditional industry and product boundaries

Paul Hobcraft

This collaborative imperative need acquiring the ability to manage platforms, operate in different ecosystems simultaneously to form a significant part of forming the competitive response position to counter the young usurper, the technology savvy entrepreneur, who lacks scale, resources, existing established partnerships all vested in finding solutions and access to vital capital. New combinations can led to real competitive advantage.

Building the new dynamics into our capacity to innovate

Paul Hobcraft

The world of innovation is based on consistent, never-ending competition, a constant price/performance rivalry, increasing quest for improving returns and the ‘creative destruction’ of existing competencies certainly contribute to rapid change no doubt.This is a highly dynamic environment we are all living and operating in today. It can change your competitive position radically.

Deeper read or quick summary? Depends on the time we have.

Paul Hobcraft

The world is entering an era in which ideas and insights come from everywhere, and crowds, clouds, collaborators, competitions, and co-creators can fundamentally help define our shared future. I recently wrote a post “ Finding knowledge and research to help you learn and adapt ”. On reflection I should have replaced the word “research” with “time”…… time to help you learn and adapt.

4 Strategies For Winning Over Innovation Naysayers

Leapfrogging

Of course the best way to hang wet blankets out to dry is to make them irrelevant in the first place—not by spending time pontificating on the innovation process itself but rather by taking bold actions to role-model real innovation that leapfrogs the market and the competition FOUR QUESTIONS TO ASK WHEN FACED WITH THOSE PUTTING A DRAG ON INNOVATION. Have you ever come across someone who exhibits “wet blanket” behavior? We recognize it when we experience it.

Six Levels of Leadership

Innovation Excellence

It has to do with change, agility, problem-solving ability, the awareness needed to be able to adapt to an increasing complexity Continue reading → Build Capability Business Models Change Cognition Competitions Consumer Innovation Creativity Culture & Values DisruptionThe network economy, in which nearly everything is available to nearly everyone, imposes a new requirement on leaders. This new requirement is at the heart of leadership.

Role Playing the Competition

Michael Roberto

When formulating strategy, leaders should ask members of their team to role play the competition from time to time. However, companies should also consider a very different scenario when role playing the competition. Then, leaders want to challenge their teams: How would we take full advantage of that stumble by the competition? competition role plays strategy

Gamifying Innovation

Innovation Excellence

Continue reading → Build Capability Creativity Innovation Uncategorized collaboration competition emc Gamification MBA NaturaVery often, only a few high level folks have the right skills and yet so often, innovation comes from those at the front line; consider how you might best set up basic innovation classes to train your people.

Innovation is the one thing you can't delegate

Jeffrey Phillips

There are competitive issues, regulatory issues, market issues, and of course the financial markets are a roller coaster right now. And the dogged pursuit of these concepts has led us to increasing sameness, commoditization and fierce competition, with few really new or interesting products or services, and little real innovation. Peter Drucker made the claim that the modern corporation has two real purposes: marketing and innovation. Everything else, he said, are costs.

When past experience doesn't matter anymore

Jeffrey Phillips

This is outsourcing what should be one of the few sustainable competitive advantages Realizing that virtually no one has any experience, so the people who experiment the most, the fastest will have an advantage. Today I am leading a panel at the Sports and Fitness Industry Association leadership meeting in New Orleans. I had the chance to sit in and listen as Jim Carroll , the futurist, talked about a number of trends that will force changes in the way we make and sell products.

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Innovate your processes before innovating your products

Jeffrey Phillips

Innovation will become a far more consistent exercise as the pace of technology change increases and as competition increases. I was leading an innovation training session, talking about the reasons for conducting trend spotting and scenario planning prior to idea generation. There are many reasons why I like trend spotting and scenario planning, but it's the sense of understanding what might happen in the future that really resonates with me.

Achieving Innovations Capability Coherence

Paul Hobcraft

So we are still seeing the majority of organizations are struggling with innovation and in the process they are losing out financially, forgoing huge opportunities in not achieving future competitive positions or radically alter their market position. Innovation often fails to align to the strategic needs.

Weekly Super-Curated Roundup, Vol. 1

Matthew May

My friend Dan Markovitz’s new book came out this week: Building the Fit Organization: Six Core Principles for Making Your Company Stronger, Faster, and More Competitive. The big news this week was obviously the Volkswagen debacle. Everyone’s weighing in, but Jeffrey Liker has a nice perspective (see below). And there’s been a flurry of activity in management literature circles, focused on debunking Clayton Christensen’s theory of disruptive innovation.

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Beyond Silicon Valley: SeedStarsWorld start-ups

Innovation Excellence

Start-ups selected by SeedStarsWorld for the final competition in Geneva have pretty much energy to spare. Continue reading → Competitions Culture & Values Entrepreneurship Innovation alisée de tonnac Emerging Countires Freesheh frugal innovation jugaad OkHi Prisync ScandidApp SeedStarsWorld Startup Washbox24

Innovation: Exploiting and Exploring

Jeffrey Phillips

Third, focus on a balance between exploiting and exploration, based on the amount of competition and change in your industry. The faster the change, the higher the competition, the more you should be focused on exploration, because significant change is going to happen. Innovation, business model adaptability and change management are not nice to haves, they are the competitive advantage of the emerging marketplace.

Debunking Disruptive Innovation – Why Disruptive Innovation is Not a Strategy

Leapfrogging

The theory of disruptive innovation can indeed be helpful for understanding how technology has played a disruptive role in shaping the business and competitive landscape. Disruptive innovation has become business’ biggest paradigm. Harvard’s Clayton Christensen coined the term and the New Yorker’s Jill Lapore recently tore it down.

Eliminating innovation unknowns - definitions

Jeffrey Phillips

Circumstances, budgets and competitive realities are different across firms and industries, so the definitions will vary. Yesterday I wrote a post about the need for executives to eliminate the "unknowns" when they want their teams to innovate. If we call on people to improve their day to day routines, there are few unknowns. They simply need to work more efficiently on the activities and processes that are familiar to them.